Long Beach City Council
January 18, 2022

CITY OF
LONG
January 18, 2022

HONORABLE MAYOR AND CITY COUNCIL
City of Long Beach
California
RECOMMENDATION:

Department of Parks, Recreation and Marine
2760 N. Studebaker Road
Long Beach, CA 90815
562 .570 .31 00
R-27
Receive a report and adopt the proposed Parks, Recreation and Marine Department Strategic Plan 2022-2032. (Citywide)

DISCUSSION
The Parks, Recreation and Marine Department (PRM) provides stewardship of 3,125 acres of land and offers extensive recreational, social, and cultural programs in nearly every one of Long Beach's unique neighborhoods. To do this, PRM has an extensive operation that manages 167 parks, places and open spaces, 27 community centers, a five-course municipal golf system, 6 miles of beaches, management of the largest public marina system in the country with 3,335 boat slips, and a 'Compassion Saves' Animal Care Services operation. PRM also offers recreation programs from arts and cultural, sports and fitness, and enrichment curriculum, for all ages from preschoolers to elders.

Long Beach's parks, community facilities, and beaches draw visitors from near and far, bringing tourism revenue to the City, boosting our local economy, and helping to create strong neighborhoods for Long Beach residents.

Parks and open spaces have never been so appreciated or as heavily used as they are now as a result of the COVID-19 pandemic. Throughout the pandemic, parks and open spaces were deemed essential and remained open and are now critical to survival and recovery. Parks are also an essential part of the City's entrepreneur ecosystem as parks host many emerging small micro-businesses and special events providing recreation programming and vendor spaces to the public. All of this is made possible by 252 full­ time and 450 part-time/seasonal employees, numerous volunteers, park partners, and community-based organizations.

To plan for the future, PRM began updating its Department Strategic Plan (Plan) in 2019, which was last updated in 2003. This new proposed Plan (Attachment) will cover a ten­ year period (October 2022 to September 2032) and will guide programmatic, staffing, and budgeting decisions for PRM. The proposed Plan will determine how work is prioritized, how staff is organized, and the investments that will need to be made to ensure that PRM is contributing to the quality of life for all Long Beach residents and visitors.

To identify opportunities and strengths, obstacles, and needs, PRM created a community outreach methodology in which residents' and staff's voices were centered. This multi­ faceted process included engagement with over 2,000 participants through multiple rounds of community surveys, public workshops and events, stakeholder interviews,

HONORABLE MAYOR AND CITY COUNCIL
January 18, 2022

newsletters, emails, and meetings with PRM staff, key stakeholders, and the public. The public engagement process began in the Summer of 2019 with the go-live of the Department Strategic Plan website and the release of a community and City staff surveys, available in four languages (English, Spanish, Khmer, Tagalog). Available online and at each of PRM's 27 community centers, City staff advertised the community survey at 28 parks during summer concerts, movies, and other park activities and online using Facebook, lnstagram and Twitter, PRM newsletter, and through community and City Council communication channels.

The public engagement process was sidelined during 2020 due to COVID-19, as in­ person engagement was postponed, and City staff were reassigned to the pandemic response. However, the community engagement process was reinitiated in 2021 with a second round of community surveys and stakeholder outreach beginning in January 2021. This second round of outreach was important to re-engage with the community after over a year of outreach hiatus because City staff anticipated new elements of feedback that may have resulted from the community's experience during the pandemic, and because COVID-19 exacerbated issues of park equity in west, central, and north Long Beach. The second round of surveys were promoted by lawn signs that had a QR code link to the on line survey, presented in the four languages, and were installed at more than 40 parks throughout Long Beach. For those facing the digital divide, pop-up survey boxes and paper surveys, in the four languages, were available at four park locations that served as pandemic learning hubs (McBride, Houghton, Orizaba, and Veterans Parks), the El Dorado Nature Center, and the Long Beach Marine Bureau Office. Residents could also help promote the survey by downloading and printing a Strategic Plan poster and placing it in their windows. PRM promoted the survey online using Facebook, lnstagram and Twitter, the Department newsletter and through community and City Council communication channels. Nonprofit organizations and neighborhood associations also participated in sharing the survey to their community base, substantially expanding the survey's reach.

In addition to the public survey, a stakeholder survey was also developed in multiple languages so that key community groups and partners who represent the various communities that interact with PRM could share their feedback. This stakeholder survey was distributed to over 200 partner groups and 7 4 organizations participated in the survey, and 75 stakeholder organizations participated in virtual stakeholder sessions. In total, 1,635 Long Beach community members participated in the surveys. PRM also produced a 'Parks Make Long Beach' video series highlighting programs, people, planning, and partnerships that were promoted during July 2021 for Parks Make Life Better Month along with a robust calendar of events and activities. In addition, the community is encouraged to share their park story with staff by connecting on social media using #ParksMakeLB.

The proposed Plan will complement other City plans like the Bike and Mobility plans, 2030 City Strategic Vision, Animal Care Services Strategic Plan, Strategic Plan for Older Adults, and the Youth and Emerging Adults Strategic Plan.

HONORABLE MAYOR AND CITY COUNCIL
January 18, 2022

At the conclusion of the inclusive community engagement process, the following main themes emerged:
1 . Clean and safe parks

2. Relevant and accessible park programming

3. Park inequity across all neighborhoods

4. Stewardship and partnership

5. Department communication and accountability

6. Environmental sustainability and climate change adaptability

7. Interpersonal experiences with parks staff
The following goals were created to address these main themes most important to the community and PRM staff:

1. Provide safe, accessible public spaces

2. Offer meaningful recreational programming and events

3. Prioritize health equity across the City

4. Build innovative and lasting partnerships

5. Connect - internally and with the community - clearly and transparently

6. Establish an environmentally sustainable park ecosystem

7. Ensure a diverse and dynamic workforce
Each of these areas are uniquely important toward aligning the park system with the vision of the community and many are interdependent for the success of PRM's future.

The proposed Plan was presented to the Parks and Recreation Commission (Commission) on June 17, 2021 and August 19, 2021, and they recommended the Plan be adopted by the City Council. The proposed Plan incorporates feedback provided by the Commission on the draft Plan as well as community input collected through a third and final survey.

This matter was reviewed by Deputy City Attorney Monica J. Kilaita on August 11, 2021 and by Budget Analysis Officer Greg Sorensen on August 24, 2021.

TIMING CONSIDERATION
City Council action on this matter is not time critical.

HONORABLE MAYOR AND CITY COUNCIL
January 18, 2022

FISCAL IMPACT
The development of the proposed Plan was made possible by one-time funding of $70,000 allocated by the City Council in FY 19, and an additional $20,600 identified by PRM in FY 21 in the General Fund Group, offset by funds available or operating reserves.

This additional funding was necessary to comprehensively complete the Plan that will most effectively and efficiently guide PRM's efforts through the next decade. Funding required to implement the proposed Plan has not yet been identified and cost estimates will be developed as part of implementation. Implementing the Plan is intended to be phased in over time and as resources are made available through City resources, as well as with grant funding and partnerships within the community. This recommendation has no staffing impact beyond the normal budgeted scope of duties and is consistent with existing City Council priorities. There is no local job impact associated with this recommendation.

SUGGESTED ACTION:

Approve recommendation.

Respectfully Submitted,

BRENT DENNIS

DIRECTOR OF PARKS, RECREATION AND MARINE
BD:NV:DB:vd
ATTACHMENT- PARKS MAKE LONG BEACH: PRM STRATEGIC PLAN
APPROVED:
~ML
THOMAS B. MODICA

CITY MANAGER
FOR
THE

STRATEGIC
PLAN
2022-2032
Why A Strategic Plan?
A strategic plan is a document that a City
department uses to guide how they will
prioritize work, organize staff, and decide
how to best budget their money. The plan
engages everyone who makes our parks,
beaches, and marinas special—our staff,
our partners, and our visitors—and creates
a roadmap that meets their goals for our
Parks, Recreation, and Marine Department.

How To Read The Plan
The strategic plan is written to be accessible
to anyone interested in our public spaces,
making it useful for all, filled with graphics
and visuals, and fun facts and information
on the sidebars for our most curious readers.

Thank you for reading this strategic plan!

LONG BEACH PARKS,

RECREATION & MARINE DEPARTMENT
PARKS MAKE LONG BEACH:

STRATEGIC PLAN 2022 – 2032
Next Steps
Following review by the Parks & Recreation
Commission, the PRM Strategic Plan will be
submitted to the City Council for adoption
with implementation beginning in fiscal
year 2022.

JANUARY 2022

ACKNOWLEDGMENTS
Mayor and City Council
Mayor Robert Garcia
Councilmember Mary Zendejas 1 st District
Councilmember Cindy Allen 2 nd District
Councilmember Suzie Price 3 rd District
Councilmember Daryl Supernaw 4th District
Councilmember Stacy Mungo 5 th District
Councilmember Suely Saro 6 th District
Councilmember Roberto Uranga 7 th District
Councilmember Al Austin 8 th District
Vice Mayor Rex Richardson 9 th District

City of Long Beach Parks
and Recreation Commission
David Zanatta - Chair
Mariela P. Salgado - Vice Chair
Sharleen C. Higa
Kasey J. Schoen
Susan T. Redfield
Bob Livingstone
Ron Sievers
City of Long Beach Parks, Recreation,
and Marine Department
Brent Dennis D epartment Director
Stephen P. Scott D eputy Director, Business Operations Bureau Staycee Dains M anager, Animal Care Services Bureau
Gladys Kaiser M anager, Community Recreation Services Bureau Hurley Owens M anager, Maintenance Operations Bureau
Elvira Hallinan M anager, Marine Bureau
Nancy Villaseñor M anager, Park Planning & Partnerships Bureau Meredith Reynolds M anager, Park Planning & Partnerships Bureau (former)
Lilia Romero S ecretary, Park Planning & Partnerships Bureau Channon Owens R ecreation Leader/Specialist

Strategic Plan Street Team
Alma Castro P ark Planning and Partnerships Bureau
Ashleigh Griset C ommunity Recreation Services Bureau
Carlos Crawford M arine Bureau
Cindy Graber M aintenance Operations Bureau
Dustin Borrelli P ark Planning and Partnerships Bureau
Elizabeth Norman P ark Planning and Partnerships Bureau Jane Grobaty B usiness Operations Bureau
Kameron Talavera C ommunity Recreation Services Bureau
Leah Salgado B usiness Operations Bureau
Lori Craig P ark Planning and Partnerships Bureau
Moria Khou M arine Bureau
Tom Hope M aintenance Operations Bureau
Veronica Ortega C ommunity Recreation Services Bureau

Special Thanks
A special thanks is extended to all the City Departments, community partners, residents, and park users who contributed their time and insight for the development of the PRM Strategic Plan.

City Fabrick Consultant Team
Brian Ulaszewski, Executive Director
Alexander Jung, Senior Urban Designer
Baktaash Sorkhabi, Senior Designer
Angelica Meza, Designer
Chrissy Gaglione, Designer
Xinyu Lin, Planner

TONGVA
LAND

ACKNOWLEDGEMENT
We acknowledge the Gabrielino/Tongva peoples as the traditional land caretakers of Tovaangar (Los Angeles basin, Southern Channel Islands) and pay our respects to the honuukvetam (ancestors), ‘ahiihirom (elders), and ‘eyoohiinkem (relatives/ relations) past, present, and emerging.

It is important to not only acknowledge this is Tongva Land but also plan with the inclusion of the Tongva/Gabrielino community. The need for an Indigenous planning perspective in this planning document is essential as the original caretakers of this land.

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8 LONG BEACH PRM STRATEGIC PLAN

1. Plan
Introduction

2. Existing
Conditions

3. Community
Voice

4. Where We
Go From Here

5. How Do We
Go There?

6. Plan
Appendix

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TABLE OF CONTENTS
9LONG BEACH PRM STRATEGIC PLAN

4.1 S tatement of Possibility 9 2

4.2 Values 9 2

4.3 C ommitment to Equity 9 2

4.4 Goals 9 3

4.5 Vision 9 4

5.1 G oal 1 1 02

5.2 G oal 2 1 04

5.3 G oal 3 1 06

5.4 G oal 4 1 08

5.5 G oal 5 1 10

5.6 G oal 6 1 12

5.7 G oal 7 1 14

5.8 G oal 8 1 16

1.1 T his is Long Beach 1 2

1.2 P RM Context 1 7

1.3 P RM’S COVID-19 Response 2 0

1.4 P lanning for the Future 2 3

1.5 Pl anning Process 2 4

1.6 C ommitment to Park Equity 2 6

2.1 C ity Overview 3 0

2.2 R elevant Plans 3 8

2.3 Dep artment Overview 4 4

2.4 P RM Assets Overview 5 2

2.5 P ark Maintenance 6 0

3.1 E ngagement Process 6 4

3.2 P ublic Survey #1 Results 7 0

3.3 S taff Survey & Department SWOT Analysis 7 6

3.4 P ublic Survey #2 Results 7 8

3.5 P ark Stakeholder Survey Results 7 8

3.6 P ublic Feedback Survey for Draft Plan 7 9

3.7 E merging Themes and Insight 8 0

6.1 S takeholder Group Contacts 1 20

6.2 S taff SWOT Analyses 1 26

6.3 S urvey #1 Demographics 1 31

6.4 P ark Equity Maps Methodology 1 36

6.5 C ommunity Outreach Media 1 37

1. Plan
Introduction

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LONG BEACH PRM STRATEGIC PLAN
12 1.1

THIS IS LONG BEACH
There is no other city in
the world quite like Long Beach.

Something about the parks
and people makes for
a one-of-a-kind atmosphere
in our corner of the nation’s
largest metropolitan region.

This special part of the Southern California coast was originally home to Indigenous Californians consisting of countless villages and tribal affiliations, including the Tongva peoples who were stewards and caretakers of the land for thousands of years. This land became the basis of the Long Beach park system.

There were at least three major Tongva settlements within present- day Long Beach. One of these settlements includes the sacred and spiritual site called Puvungna—land on which California State University, Long Beach sits today. When Spanish ships started to arrive in 1542, the explorer Juan Rodriguez Cabrillo famously coined the land the “Bay of the Smokes” observing how the Tongva people would communicate with smoke signals from the hilltop now called Signal Hill. In 1784, Spanish War veteran Jose Manuel Nieto was granted 300,000 acres of land that was later divided into smaller areas, including Rancho Los Cerritos and Rancho Los Alamitos. Settlement on Tongva land brought new diseases, causing insurmountable death, damage, and displacement of many Indigenous people. As Long Beach residents, we have an obligation to take care of the land as Tongva people have done and continue to do, and honor the history that has taken place on the soil under our feet.

This land became the basis for the Long Beach parks system as it was colonized and the population began to grow. As prominent ranchers and developers, Lewellyn and Jotham Bixby bought 1 PLAN

INTRODUCTION
1 PLAN

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13 LONG BEACH PRM STRATEGIC PLAN

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LONG BEACH PRM STRATEGIC PLAN
14 Rancho Los Cerritos in 1866. John W. Bixby
and his wife Susan began leasing Rancho
Los Alamitos in 1881. The first homes and
school were built by developer William
Wilmore in the 1880’s, who named the area
Wilmore City. The first artesian spring was
discovered on what is now Willow Springs
Park, providing critical water for agriculture
and the future population growth of the City.

As railroads and streetcars came into town
followed by an associated real estate boom,
the residents of Wilmore City renamed the
city Long Beach, after the long, sandy
beaches that overlook the beautiful Pacific
Ocean. The city also became incorporated in
1888. From 1902 to 1910, Long Beach was the
fastest growing city in the United States,
and in the decades to come, it became
apparent that parkland was needed to
meet the residents’ needs for nature and
recreation. After all, parks and open space
are free resources that yield tremendous
social, physical, and mental health benefits.

However, many of
the first parks in Long
Beach were not created
with the intention of
improving access to
open space.

Some lands were acquired specifically
to build public green space in affluent
white neighborhoods, such as Drake Park,
which was donated in 1904 by Col. Charles
Drake or Rose Park which was private until
donated to the City by the Alamitos Land
Company in 1910. Many of Long Beach’s
first public parks were built simply to
activate donated or municipal lands like
Lincoln Park (1880) or Victory Park (1889).

After 1900, the City expanded both east
along the oceanfront and north towards
Los Angeles. During this time, several
developers dedicated parks to enhance
their housing developments. Bluff Park was
dedicated by the Alamitos Land Company
in 1919. Some park plans were abandoned
to favor industrial interests. A plan for a
Despite shortcomings
surrounding park
creation, parks have
served as “secular
cathedrals” for
people to commune
with nature in
times of civic and
cultural strife, such
earthquake shelters
in Bixby Park during
the 1933 earthquake.
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INTRODUCTION
15 LONG BEACH PRM STRATEGIC PLAN
200-acre open space area, similar to New
York’s Central Park, was developed in 1920
on the area that is now Willow Springs
Park, sections of the 405 Freeway and
most of the Long Beach Airport. However,
the plan was scrapped a year later due to
the discovery of oil in that area. During this
time, redlining, a Federal Housing policy
that restricted home loans based on the
racial makeup of a neighborhood, forced
people of color to live in areas of Long
Beach that are more crowded and have
little green space.

As Long Beach continued to grow, much
of the land within the City was developed
for uses other than parks, with residential,
commercial or industrial land being seen
as the highest and best use of property.

The competition among parkland and other
land use continues today, with parks
competing for land that is priced based
on more profitable land uses.

Despite the Great Depression, the 1933
earthquake, and severe storms in 1934
and 1938, the Long Beach park system
continued to steadily grow. This was helped
by several voter-approved park projects, in
The Daily Telegram
headlines on
December 1st, 1921.
part as an effort by the City to pull itself out
of the Depression. One of these projects
was the use of water bonds to purchase
the land for Heartwell, Stearns and Rosie
the Riveter Parks and Skylinks Golf Course.

The sites had long been locations from
which private water companies supplied
water to Long Beach area residents from
wells. Thoroughout different periods of
development, older parts of Long Beach
were generally left with less park space
than newer areas as open space was set
aside during expansion. For example, Lloyd
Whaley, a developer who sold more than
11,000 homes in Long Beach during the
1940’s and 50’s, donated land for Whaley
Park (13.5 acres), Scherer Park (11 acres),
and Los Altos Park (5 acres).

Following World War II it became clear that
the housing boom that began during the
war was going to continue, and led to the
creation of the City’s first plan for park
development. This document, titled Plan
for Recreation and Group Services in Long
Beach, was completed in 1948 and included
the concepts of service areas around
parks, a classification of parks of different
scales, and the need to acquire a site for a
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LONG BEACH PRM STRATEGIC PLAN
16 large regional park before development. With
the completion of the City’s first park plan,
community groups began to advocate for its
implementation. Although a ballot measure to
approve bonds failed in 1952, citizen pressure
convinced the City Council to purchase a 217-
acre parcel while another bond act in 1953
allowed for the purchase of the remaining
land for El Dorado East Regional Park.

Many homes near neighborhood parks were
inaccessible to people of color due to the
racially restrictive covenants. As Long Beach
continued to develop through the twentieth
century, land uses changed from single-
family homes to allow for larger apartments
and condominium buildings. Existing parks
were no longer sufficient to meet the needs
of the influx of new residents, but very little
new land was available to serve the new
population in a builtout city.

In more recent years, built-out cities like Long
Beach that do not have many traditional
options for new open space have begun to
reclaim public right-of-way for greenbelts,
walking loops, and even park space. Long
Beach parks including 14th Street Park,
Fellowship Park, NAACP Freedom Park, Jenni
Rivera Memorial Park, Rotary Centennial
Park, Orizaba Park, Long Beach Greenbelt
and Red Car Greenbelt were all developed
on former railroad right-of-way operated by
the Pacific Electric Rail Company.

Parks have always been an important
place of gathering, and recent events
such as Trans Day of Rememberance at
Harvey Milk Promenade Park or Black Lives
Matter protests in public open spaces
around the City highlight that importance.

During the COVID-19 pandemic, parks and
open spaces were heavily appreciated and
used by the Long Beach community. When
most other activities were closed, parks
and open spaces were deemed ‘essential’
and remained open. Health experts and
epidemiologists even indicated these
treasured outdoor public spaces were safe,
even beneficial, for people to get outdoors
for exercise and mental health as long as
people kept a safe distance. Parks and open
space have been seen during the COVID-
19 pandemic to be critical to survival and
recovery.

The complex history of parks is essential
to understand for future planning. We aim
to honor and correct the histories of park
and open space creation, and position
park equity as a central concept to this
Strategic Plan.

The award-winning Gumbiner
Park creatively used public
street right-of-way through
the consolidation of a five-way
intersection allowing the closure
of one block of roadway which
improved safety and pedestrian
circulation, eliminating the most
dangerous intersection in the city.

Did You Know:

Information on the
history of Long Beach
was found from
various sources,
including the City
of Long Beach,
Visit Long Beach,
Historical Society
of Long Beach, and
previously existing
City documents.

For more information,
please visit:
https://hslb.org/
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INTRODUCTION
17 LONG BEACH PRM STRATEGIC PLAN
3 SWIMMING POOL FACILITIES
6 MILES OF BEACHES
3,335 BOAT SLIPS
167 PARKS, PLACES, AND OPEN SPACES
5 CITY GOLF COURSES
2 MAJOR TENNIS CENTERS
89 PLAYGROUNDS
11 DOG PARKS
9 SKATE PARKS
101 ATHLETIC FIELDS
8 FITNESS ZONES
11 BIKE FIX-IT STATIONS
29,000 TREES
2 HISTORIC RANCHOS
9 LAKES
180 SPORTS COURTS

BY THE NUMBERS
27 COMMUNITY CENTERS

1.2 PRM CONTEXT
From mini parks nestled into the quiet
corners of Long Beach’s diverse historic
neighborhoods to the sweeping expanse of
El Dorado Regional Park on the Eastside, the
Long Beach Park system offers something
for everyone. Our parks and open spaces are
vital to our personal health, improving our
mind and body, and our community health,
making our neighborhoods more attractive
places to live and work. The City of Long
Beach Department of Parks Recreation
and Marine [PRM Department] provides
stewardship of 3,125.3 acres of land, and
offers extensive recreational, social, and
cultural programs in nearly every one of Long
Beach’s unique neighborhoods. It may seem
like magic, but to keep our parks, beaches,
and marinas looking beautiful is not an easy
feat. In fact, it takes a cohort of dedicated
and well-trained staff, partners, contractors,
and volunteers to help develop and maintain
our parks, beaches, community centers,
playgrounds, skate parks, sports courts
and fields, dog parks, pools, and historic
Ranchos. Even more impressive is that Long
Beach also has one of the busiest municipal
golf networks in the country as well as the
largest municipally operated marina system
in the nation. Unique to the City of Long
Beach is the addition of the Marine Bureau,
which employs more than 100 staff and
generated $22 million in fiscal year 2019
(FY 2019). Our world-class beaches are also
maintained by the Marine Bureau, offering
visitors a clean and safe environment with
customer service and fiscal sustainability
in mind. Additionally, the PRM Department
offers recreation programs from arts and
cultural, sports and fitness, and enrichment
curriculum for all ages from preschoolers to
our elders.

Beyond the personal and community health
benefits that parks and open spaces offer,
did you know that they are also massive
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LONG BEACH PRM STRATEGIC PLAN
18 157,140 MUSIC & MOVIE EVENTS
100+ PARTNERSHIPS
32 GRANTS ADMINISTERED
2,508 CONTRACT CLASSES PER YEAR
3,125.2 ACRES OF PUBLIC RECREATION
$6 MILLION IN GRANTS
>70 ACRES OF NEW PARKS AND WETLANDS
214,623 AQUATIC VISITS
319,514 SPORTS PARTICIPANTS
757,000 YOUTH AND TEEN VISITS
411,236 EL DORADO NATURE CENTER VISITS
35,271 ANIMAL CARE CALLS FOR SERVICE
5,603
498,422 SENIOR VISITS
345,842 EL DORADO PARK VEHICLE ENTRIES
37,074 CONTRACT CLASS ENROLLMENTS
1,040,948 EL DORADO PARK VISITS
2,252
6 economic generators for Long Beach?
According to a recent study by the Trust
for Public Land, people generally have a
great desire to live near and/or work close
to parks and open spaces which helps
increase property values and business
activity. Long Beach’s parks, community
facilities, and beaches draw visitors from
near and far, bringing tourism revenue to
the city and boosting our local economy.

They are also an essential part of our
entrepreneur ecosystem as parks host
many emerging small businesses providing
recreation programming and vendor spaces
to the public. Maintaining open space is
beneficial for both our City’s health and
economy.

The PRM Department is proud to be one
of the most comprehensive workforce
development opportunities in the City,
providing people with [sometimes their
first] jobs and skills they leverage to
advance their careers. To meet the growing
needs of the parks and recreation system,
the PRM Department will continue to
depend upon the dedicated work of our
252 full-time and 450 part-time/seasonal
employees, numerous volunteers, and our
amazing park partners and community-
based organizations.

Long Beach’s parks and green space
are essential to our community’s
climate resiliency and adaptation,
helping to mitigate air pollution, reduce
the urban heat island, and protect
our public infrastructure by managing
stormwater runoff sustainably. Research
also demonstrates that park access
helps promote a more active lifestyle,
decreasing chronic illnesses, reducing
doctors’ visits and healthcare costs. The
thousands of acres of park space also
provide substantial urban habitat and
native landscape supporting our furry
and feathered friends, and creepy critters.

PARK MAINTENANCE WORK

ORDER/GO LB REQUESTS

TONS OF TRASH

REMOVED FROM LA RIVER DEPOSITS
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19 LONG BEACH PRM STRATEGIC PLAN

OUR ENGAGEMENT STRATEGY
1632
surveys completed
14,442
Facebook followers
5 voting box locations
4 languages
75 virtual stakeholder meeting
participants
4,080
Instagram followers
40 lawn signs
32 poster locations
5 park stories
5,991
Twitter followers
392
community groups contacted
1 mobile park van

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LONG BEACH PRM STRATEGIC PLAN
20 1.3
PRM’s COVID-19 RESPONSE
On March 9, 2020, the first COVID-
19 case was identified in Long Beach
and soon thereafter a full shut down
of all park programs and facilities was
implemented to stop the spread of COVID-

19. Parks staff roles pivoted to shutting
down operations at the City’s 167 parks
and shifting to new operating models at
the marinas and animal care services.

Park and beach maintenance devised
new park and beach sanitizing schedules
and increased maintenance to address
the increased usage of parks and the
beach. Signage was placed and replaced
across the parks system communicating
the ever-changing guidelines as the City
navigated the impacts of the pandemic.

Hundreds of staff were shifted to work-
from-home schedules or deployed to
support other departments within City
operations, including standing up and
staffing shelters and assisting with
Project Room Key, operating vaccination
clinics at parks, aiding in contact tracing,
and even developing the City’s COVID testing
program and supporting testing sites. In
total, 158 PRM employees were reassigned
to support critical functions, 10 of which
were long-term reassignments.

Long Beach parks and open spaces were
never so appreciated, or as heavily used
because of the COVID-19 pandemic. Early in
the pandemic, when most other activities
and places were closed, Long Beach parks
and open spaces were deemed ‘essential’
and remained open for residents to safely
Did You Know:

Project Room Key
is a program
established in March
2020 as part of
the state response
to COVID-19. The
purpose of Project
Roomkey is to provide
non-congregate
shelter options to
people experiencing
homelessness,
protect human life,
and minimize strain
on health care
system capacity.
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21 LONG BEACH PRM STRATEGIC PLAN
visit during the pandemic. Parks and open
space saw an increased use during COVID-
19 as gathering spaces, outdoor gyms,
music venues, mental health sanctuaries,
and play areas. The diverse range of
activities occurring at parks during the
pandemic demonstrates the fundamental
importance of these spaces to Long Beach
residents. Parks and open space have
been seen during the COVID-19 pandemic
to be critical to survival and recovery.

The Centers for Disease Control and
Prevention even listed visiting parks and
open spaces — particularly those “parks
that are close to your home” — as a way to
protect yourself and others from COVID-

19. The City of Long Beach Department
of Health and Human Services surveyed
Long Beach residents during the COVID-
19 pandemic and found that parks and
open spaces were the most popular
destination for people to visit by walking.

To encourage compliance and reduce
the spread of COVID-19 in parks during
the pandemic, the Department of Parks,
Recreation, and Marine also created
a Community Ambassadors Program
which paired park staff with hired Long
Beach residents from the hardest-hit
communities to visit their local parks and
beaches to celebrate visitors compliant
with COVID-19 safety protocols, educate
those who are not compliant, and report
field issues. This was a well-received
alternative to policing, especially
during the wake of our country’s racial
reckoning. This program supported
residents to be trusted sources of
information for their community.

PRM Department staff was also able
to respond to this increase in demand
through their flexibility in virtual
community and supportive services.

Programming was initially quickly adapted
through the ‘Rec It’ from home activities.

Later came the ‘Virtual Out of School’ that
provided homework help for ages 5 to
14 with live interaction with recreation
staff, academic support, dance, art,
and trivia. ‘Mobile Recess’ was a free
program where supplies and equipment
were delivered to closed neighborhood
streets and physical fitness and arts and
crafts activities for youth ages 5 through
14 (Grades K-8) were provided. An Adaptive
Recreation in Special Environments

PLAN
INTRODUCTION 1

LONG BEACH PRM STRATEGIC PLAN
22 (ARISE) program offered recreational
activities to middle school and high
school kids with physical, developmental,
or emotional needs. Community Learning
Hubs offered free sessions during the
school year for distance learning and
after-school activities for kindergarten
to eighth grade Long Beach Unified
School District (LBUSD) students. The
free Community Learning Hubs provided
a safe space with high-speed internet for
students to complete distance learning
assignments during the school day. Youth
also had the option to participate in safe
and enriching after-school activities,
including academic support, sports,
fitness and more.

During one of the City’s most pressing
emergencies, Department staff were
versatile and resilient and their training
and transferable skills made them capable
of supporting the community when
they needed it most. This speaks to the
Department’s success in cultivating a
resilient & dynamic workforce. The staff
have also been shown to be community
leaders of the highest caliber, and funding
should reflect this aspect moving forward.

While the past year has been a challenging
one for the Department, it’s clear that
parks are fundamental to the well-being
of Long Beach and deserve to be invested
in and cared for. The Department and its
staff met the moment and there are many
new lessons that can be carried forward
and have informed this Strategic Plan.

1 PLAN

INTRODUCTION
23 LONG BEACH PRM STRATEGIC PLAN

1.4 PLANNING FOR THE FUTURE
It is essential
for the PRM Department
to adapt as the city
continues to evolve.

Responding to the
needs of residents and
visitors remains vital
to the success of our
community.

That is why the PRM Department is updating
its 2003 Strategic Plan, to cover the next
10-year period, from 2022-2032. This PRM
Strategic Plan update determines how the
PRM Department prioritizes work, organizes
staff, allocates resources, decides where
to invest, and begins developing processes
for effectively providing services to our
customers. This Plan identifies current
assets, challenges, and potential
opportunities for the PRM Department and
presents strategies for addressing them
based on the shared vision, values, and
goals shaped by the Long Beach community
through the robust conversations we have
had with community members like you. The
resulting Plan is action-oriented, outlining
implementation measures and policies,
metrics measuring effectiveness, and
proven case studies that demonstrate
success. Read the next section to learn
more about how we went about capturing
the voice of the Long Beach community.

STRATEGY

OUTREACH
GENERAL PUBLIC SURVEY #1
(IN-PERSON/ONLINE/

VARIOUS LANGUAGES)
GENERAL PUBLIC SURVEY #2
(IN-PERSON/ONLINE/

VARIOUS LANGUAGES)

PUBLIC FEEDBACK SURVEY ON

DRAFT PLAN
(ONLINE/

VARIOUS LANGUAGES)

VIRTUAL ENGAGEMENT
(SOCIAL MEDIA, VOTING BOX STATIONS,

POSTERS, LAWN SIGNS, COMMUNITY GROUPS,

COMMUNITY EVENTS, NEWSLETTERS,

WEBSITE)

STAFF SWOT ANALYSIS

STAKEHOLDER SURVEY
(ONLINE/VARIOUS LANGUAGES)

STAKEHOLDER GROUP INTERVIEWS
(ONLINE/VARIOUS LANGUAGES)

FEEDBACK FROM PARKS

COMMISSION AND CITY

DEPARTMENTS
PLAN
INTRODUCTION 1

LONG BEACH PRM STRATEGIC PLAN
24 With the COVID-19 pandemic and
associated economic fallout, and
social justice uprisings, the planning
process took several months longer
to complete than originally planned. It
was necessary to enhance and expand
community engagement strategies
to ensure robust and comprehensive
outreach, especially toward park
users and residents living in our most
vulnerable communities. Through a
series of online and in-person surveys,
focus groups, newsletters, events,
community workshops, and social
media engagement, residents were
asked to share their feelings on our
current PRM Department and its
services and vision for the future.

Their ideas and dreams have been
incorporated into this PRM Strategic
Plan, creating an inclusive vision for
our park system.

1.5 PLANNING PROCESS
Now that we’ve taken a dive into the past,
let’s talk about planning for the future of the
Long Beach parks and open space network
and the City Department that makes it all
happen. This PRM Strategic Plan takes a
multifaceted approach to planning and
outreach, considering a broad range of
local community stakeholder perspectives.

The PRM Department understands that
geographic disparities in “park need”
exist throughout the city, reflecting
racial inequities, historic disinvestment
and prejudiced land-use development
policies. Recognizing that gaps in park
equity are directly linked to disparate
health outcomes, educational attainment,
economic inclusion, and environmental
health, the PRM Strategic Plan uses a
“bottom-up” approach to planning by
deliberately engaging the perspectives
of disadvantaged communities who have
not historically been part of the planning
and decision-making process, to ensure
that the final Plan reflects the priorities
of marginalized voices.

Through a series of online and in-person
surveys, focus groups, newsletters,
events, community workshops, and social
media engagement, residents were asked
to share their vision for the future of the
PRM Department and its services. Their
ideas and dreams have been incorporated
into this PRM Strategic Plan update,
creating a shared concept for an inclusive
future for our park system.

Did You Know:

Named for our sandy
beaches, Long Beach
has 6.1 miles of
beaches with a walk -
ing and biking path!

PARK SERVICE

AREA COVERAGE
1 PLAN

INTRODUCTION
25 LONG BEACH PRM STRATEGIC PLAN
City Boundary
Parks
Service Area

PLAN
INTRODUCTION 1

LONG BEACH PRM STRATEGIC PLAN
26 1.6

COMMITMENT TO PARK EQUITY
On May 25, 2020, the senseless and
appalling death of George Floyd, a
46-year-old Black man, by the hands of
four Minneapolis Police Officers sparked
nationwide outrage over the racial
inequity and violence that continues in
our communities. This and countless other
attacks on the Black community, and other
communities of color, has laid bare the
historic and systemic racist structures
that have long existed, which manifest
in countless ways, including park access
inequity within our communities. These
systems need to be responsibly addressed
at all levels of government, throughout our
educational and criminal justice systems,
within the economy, and across our
community, including here in Long Beach.

Additionally, the COVID-19 pandemic
has left a lasting impact on the public
health of our communities that like most
all other public health outcomes has
disproportionately affected communities
of color. While systemic racism affects
all communities of color, the data shows
that the Black communities in Long Beach,
in Los Angeles County, and in California
are the most disproportionately impacted
population. According to the City of Long
Beach Office of Equity, Black residents
have the highest rates of hospitalization
for heart disease, diabetes, and asthma
compared to other racial groups and
ethnicities. Dr. Anissa Davis, City of Long
Beach Health Officer, says “we won’t gain
true health parity and wellness until racism
in all its forms is addressed and dismantled
in this country.” It is vital for the City of
Long Beach to understand the ways the
Black community and other communities
of color have experienced the persistent
effects of the political, economic, and
social systems designed to exclude them
within the City’s history, decision-making
system and power structures, and how
the City can take bold action to advance
racial equity.

In 2020, the Long Beach City Council
engaged in an earnest conversation
about racism as a public health crisis,
the need to restore public trust in local
government, and how to reconcile a
gap in the experiences of impacted and
vulnerable people, especially the Black
community, with current City policies. The
City of Long Beach released the Racial
Equity and Reconciliation Initiative [RERI],
an evolving report that was unanimously
adopted by Long Beach City Council on
June 23, 2020. The Racial Equity and
Reconciliation Initiative identifies Equity
Goals and Strategies that address issues
of systemic racial inequality based on
community feedback, national best
practices, existing City data, and City
Council priorities. The four key goals for
the City are:

GOAL 1
End systemic racism in Long Beach, in all
local government and partner agencies,
through internal transformation.

GOAL 2
Design and invest in community safety and
violence prevention.

GOAL 3
Redesign police approach to
community safety.

GOAL 4
Improve health and wellness in the City by
eliminating social and economic disparities
in the communities most impacted by
racism.

1 PLAN

INTRODUCTION

LONG BEACH PARKS

BY THE NUMBERS
Through a series of community engagement
forums, the most common recommendation
by participating Long Beach residents
(52.9%) was to “defund the police and
invest in community and social services.”
Additionally, one of the most common
recommendations from the RERI report
was to “allocate more funding for schools,
parks, and libraries, especially in areas
of high need” (17.1%). City data analysts
also reviewed City staff feedback from
surveys and town halls. The three most-
commonly mentioned themes regarding
Government and Infrastructure were hiring
and promotional opportunities for City
staff, employee training and educational
opportunities, and fostering open staff
dialogues about racial equity. City staff
recommended hiring, promotion, and
retention strategies specifically designed
to support Black people and people of
color, and increasing investment in
listening events and racial equity training.

These findings are important to the future
of the Parks, Recreation and Marine
Department, enacting responsibility to
explore how to address racial equity both
internally within the Department and
externally through our network of parks,
programs, and partners. The PRM Strategic
Plan considers racial equity integral in
the conversation of park equity and the
following vision, values, and goals reflect
this City priority [see Chapter 3].
470,489
Total Population
9,410 People
per Square Mile
105,390
Children (0-18)

9.39% of City
is Parkland
84% Within
10-Min Walk

6.64 Park Acres
per 1,000 Residents

2. Existing
Conditions

EXISTING
CONDITIONS2

EXISTING
CONDITIONS2

LONG BEACH PRM STRATEGIC PLAN
30 2.1

CITY OVERVIEW
Long Beach is home to
people of many different cultures,
spoken languages, and ethnic
and racial backgrounds, which is
one of the biggest reasons why
people love this city. Half of Long
Beach residents speak a language
other than English at home!
At the turn of the 20th century, Long Beach was a predominantly White area hosting those migrating from America’s Midwest. But over time our community has become more diverse by later waves of migrants and immigrants. The Latinx and Asian and Pacific Islander communities are the fastest growing groups in Long Beach since the start of this century. As our community has a pluralistic diversity without any single majority it is essential to recognize the unique issues that our Latinx, Black, Indigenous, or Asian and Pacific Islander residents face, especially in relation to our open space system.

As previously discussed, the Tongva and other Indigenous people first inhabited the land that Long Beach now resides on.

As the original caretakers of this land, we recognize and honor their ability to live harmoniously with the environment as we strive to do the same. When European settlers encountered the Tongva people in the 16th to 18th centuries, they brought death, destruction, and displacement with them. The painful historical mistreatment of Indigenous peoples on this land has resulted in their continued erasure.
2EXISTING

CONDITIONS
2EXISTING

CONDITIONS
31 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2

EXISTING
CONDITIONS2
During the Great Migration
of the 20th century,
many African Americans
moved out west to
escape discrimination
and racism of Jim Crow
laws in southern states.

Unfortunately, they encountered racism
here as well. The Ku Klux Klan had a strong
presence in Long Beach during the 1920s,
and held large demonstrations around the
city, including in our local parks. White
residents rallied to prevent Black people
from renting or owning homes in their
neighborhoods through legal restrictions
on properties. This effort was validated
by the Federal Housing Association’s
[FHA] redlining efforts in 1934, which
categorized neighborhoods based on
how risky it would be for investors to lend
money to folks in that area.

This system was almost entirely based
on the racial makeup of a neighborhood.

Areas with high concentrations of people
of color such as Central, West, and North
Long Beach were redlined, or deemed
too risky for loans, and people in these
neighborhoods were not eligible to buy
homes in wealthier parts of the city. Racial
covenants - restrictions written into deeds
that prevented anybody who wasn’t White
from purchasing or leasing the property
- also prevented people of color from
building generational wealth. As Cambodian
refugees fled their homeland in the 1970s
and 80s, they and other Southeast Asian
immigrants were driven towards poorer,
more crowded areas of the city. To this
day, these neighborhoods lack sufficient
access to park space, further inhibiting
their quality of life. Racist policies and
practices have endured for over a century
in Long Beach and far longer across this
nation, and have left a legacy that is still
felt heavily today.

While communities of color were segregated
into less desirable areas of the city, White
residents were able to utilize the FHA loans
to purchase homes in suburban areas
of Long Beach. Shifting development
patterns towards segregating uses [and
communities] had further influenced
park development and distribution
across the City. The majority of open
space areas are concentrated in more
Did you know 26%
of Long Beach’s
population was
born outside of the
United States?
(continued on page 35)

LONG BEACH PRM STRATEGIC PLAN
32 2EXISTING

CONDITIONS

LONG BEACH

REDLINING
PEOPLE

OF COLOR
PARK
EQUITY
Planning Area Boundary
Up to 1.5

1.6-2.5

2.6-5.0

5.1-16.3 (max)
up to 40% (18 tracts)
41%-60% (18 tracts)
61%-80% (15 tracts)
81%-90% (18 tracts)
91% or more (37 tracts)
Fewer than 100 Population
“Hazardous”
“Definitely Declining”
“Still Desirable”
“Best”
1934-1968
2018
2021
33 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2
2EXISTING

CONDITIONS

79.7-82.7

77.9-79.7

76.4-77.9

74.2-76.4

74.2 or younger
N/A
LIFE

EXPECTANCY
We can all agree that our neighborhood should not
determine our life expectancy—everyone deserves a
safe, clean place to live.

Parks, beaches, and open space are a vital part of any thriving community, and the City of Long Beach has made a commitment to work towards achieving health equity across all zip codes. Although our parks are static pillars in the neighborhoods they are in, the PRM Department has the ability to be nimble and adapt to changing demographics and community needs. We are actively looking for opportunities to partner with other civic institutions, affordable housing developers, nonprofit organizations, or other groups that will expand our ability to serve Long Beach residents.
90805
90807
90810
90806
90813
90802
90808
90815
90804
90814
90803

LONG BEACH PRM STRATEGIC PLAN
34 2EXISTING

CONDITIONS
affluent neighborhoods of Long Beach
such as East and Southeast Long Beach.

Public resources were funneled into these
neighborhoods as they had greater political
and social power throughout the past
century. Even when people of color had
access to parks and nature spaces, they
faced segregation or feared their safety.

In 2021, 80% of Long Beach residents live
within a 10 minute walk of a park. However,
some people have to cross multiple busy
roads or walk through unsafe areas to get
to the park, which limits them from using
these spaces comfortably.

Although Long Beach has a vibrant
economy due to its ports and proximity
to major job centers, not everyone benefits
equally from these conditions. Racial
minorities often live in more polluted areas,
such as near ports, industrial facilities, oil
refineries, and freight corridors, which is
replicated in Long Beach’s Westside and
Uptown areas. The Port of Long Beach and
Port of Los Angeles are responsible for
causing the worst air quality in the U.S.,
affecting West Long Beach the most, as it
is surrounded by port facilities, freeways,
rail yards, and refineries on all sides.

Trucks transporting goods from the ports
contribute to poor air quality around Long
Beach as they drive along the 710 corridor
to inland intermodal rail facilities.

The goods movement has dominated
land-use development across West Long
Beach, with the needs of the port and
industry prioritized over community needs.

Combined with the dense development
patterns of historic neighborhoods, very
little open land is left for park development
in areas like West, North and Central
Long Beach. Open space access is
sacrificed for economic generation, so
these communities of color suffer from
air, noise, visual, and light pollution
resulting from goods movement, yet
they do not reap the rewards through
employment and localized investment.

Instead these communities are suffering
from higher levels of unemployment at
every level of educational attainment.

Working-class wages have decreased
over the past two decades, while the cost
of living in Southern California continues
to increase.

Residents living in North, West, and
Central Long Beach zip codes have a life
expectancy that is as much as five years
lower than more wealthy areas like East
and Southeast Long Beach. Most public
health indicators tracked by agencies
and organizations including asthma rates,
teenage pregnancy, heart disease, and
COVID infections parallel this disparity in
life expectancy. Growing up in an unhealthy
environment has lifelong physical, mental,
and emotional consequences, yet parks
have an ability to mitigate some of those
conditions in the physical environment that
impact public health, whether cleaning the
air of pollutants, providing opportunities
for physical activity, or reducing anxiety.
35 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2
Ethnic Diversity
African Americans

12.5%
Native Hawaiians/
Pacific Islanders

0.9%
American Indians/
Alaskan Natives

0.3%
Asians

12.8%
Caucasians

27.7%
Latinos

42.4%

LONG BEACH

DEMOGRAPHICS

LONG BEACH PRM STRATEGIC PLAN
36 2EXISTING

CONDITIONS

75.6 - 77
Years
86%
Youth
26%
1979

81.5 - 82.8
Years
47%
Seniors
62%
2016
Poverty Rates
Population Change since 2000Average Age
People of Color
People of Color Heading
Middle-class Households
Life Expectancy
Southeast
East
90808, 90815
North
West Central
Southwest
90805, 90806,
90810, 90802,
90804, 90813
26% of middle-class households
were headed by people of color in 1979
compared with 62% in 2016
Long Beach has a higher percentage
of the total population experiencing
poverty

86% of city’s youth are kids of color vs.
47% of seniors are people of color
20%
Long Beach
28 Latinx
Latinx
34,000

17.8%
LA County
23 Mixed-race
Asian
3,900
White
22,700

15.8%
California
34 Long Beach Average
Mixed
970
37 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2

LONG BEACH PRM STRATEGIC PLAN
38 2.2

RELEVANT PLANS
2003 Parks, Recreation,
and Marine Strategic Plan
Long Beach
In 2003, the Parks, Recreation, and Marine
Department developed a strategic plan to
identify current issues and potential future
challenges to the PRM Department and
to develop strategies for meeting them.

The resulting plan incorporates many
elements of the City’s Strategic Plan and
is used to direct the PRM Department’s
recreational programming, park and
facility development and improvements,
and administrative decisions for the
next ten years. The mission of the PRM
Department, “We create community and
enhance the quality of life in Long Beach
through people, places, programs, and
partnerships,” guides the focus and vision
of the 2003 Strategic Plan. At the time of
this update, the 2003 Strategic Plan was
already 18 years old, and so it is imperative
to complete and adopt this recent strategic
planning effort.
2016 Parks Needs Assesment
Los Angeles County
The County of Los Angeles embarked on a
multi-year parks assessment to determine
the need for park repairs, new amenities
and new parks across the county’s
incorporated and unincorporated areas.

Interdisciplinary spatial analysis as well
as multi-agency and facility assessments
were conducted throughout the county
to establish priorities for a bond measure
that was approved by 75% of voters in
November of 2016. The bond measure
2EXISTING

CONDITIONS
39 LONG BEACH PRM STRATEGIC PLAN
assessed properties over the next thirty
years to fund park maintenance, new
amenities and the development of new
parks in communities of need.

Open Space
and Recreation Plan
Long Beach
The City of Long Beach Open Space and
Recreation Element, last updated in 2002,
addresses the requirements of open
space planning with a special emphasis
on planning for public recreation. Four
topical areas are required to be covered
by Open Space and Recreation Elements: [1]
open space for the preservation of natural
resources, [2] open space for the managed
production of resources, [3] open space
for public health and safety, [4] and open
space for outdoor recreation. The material
herein on open space for the preservation
and production of natural resources and
open space for public health and safety is
somewhat condensed in this Open Space
and Recreation Element. It is recognized
that in this large and diverse community,
these topics deserve special focus. It also
provides a roadmap for the PRM Strategic
Plan update in its vision and goals.

Land Use Element
Long Beach
The City of Long Beach Land Use Element,
recently updated in 2019, directs the long-
term physical development of the city by
guiding use, form, and characteristics of
improvements on the land. This Element of
the General Plan designates the location,
types and intensity of housing, businesses,
industries, open spaces, public buildings,
airports, ports, marinas and other uses in
Long Beach. It also focuses on the city’s
urban form and character by addressing
the height and massing of buildings, the
relationship between building façades and
public sidewalks and streets, and character
features such as community gathering
places or pedestrian amenities. In essence,
the Element sets out the ultimate physical
pattern of development and how buildings
are used in Long Beach. The PRM Strategic
Plan references the Land Use Element in
its attempt to identify potential areas for
new park and open space development,
expansion, and preservation.

Mobility Element
Long Beach
The City of Long Beach Mobility Element,
last updated in 2013, establishes the
vision, goals, policies, and implementation
measures required to improve and enhance
the city’s local and regional transportation
networks, transforming Long Beach into
a community that balances the needs of
all modes of transportation as well as the
health and quality of life for residents.

This Element presents the City’s future
plan for improving the way people, goods
and resources move from place to place.

In concert with the Land Use Element,
the Mobility Element identifies important
connections to parks and open spaces for
non-motorized forms of travel including
bicycles, transit, and pedestrians.

EXISTING
CONDITIONS2

LONG BEACH PRM STRATEGIC PLAN
40 CX3 Pedestrian Plan
Long Beach
As an appendix to the Mobility Element,
the Communities of Excellence in Nutrition,
Physical Activity and Obesity Prevention
[CX3] Pedestrian Plan [2017] emphasizes
establishing pedestrian-friendly streets
in the CX3 neighborhoods. The CX3
Pedestrian Plan encompasses the 10
original, diverse, and unique neighborhoods
in West and Central Long Beach. The
CX3 Pedestrian Plan helps create health
equity for all pedestrians by connecting
people to healthier choices regardless of
socioeconomic conditions and historic
development patterns. It prioritizes safe
walking routes to schools and parks,
access to affordable health food options,
and universal street access in the City of
Long Beach. Included in the CX3 Pedestrian
Plan are projects, programs, and policies
for enhancing and developing new open
space connectors and greenways in these
park-poor neighborhoods.

Bicycle Master Plan
Long Beach
The City of Long Beach Bicycle Master Plan
[2016] expands on the Mobility Element
by developing a plan to make Long Beach
one of those most bicycle-friendly cities
in the nation. This Plan envisions a Long
Beach in 2040 where bicycling will be
the easiest, most convenient way to run
errands, get to work or school, or travel
for recreation across the city. The City is
aiming for 10% of all trips made by bicycle
in 10 years, 20% in 20 years, and 30%
in 30 years. Emphasizing transportation
equity, bicycling creates a better quality
of life by replacing car trips and reducing
the overall human carbon footprint. This
Plan recommends the development of
a comprehensive bicycle network that
offers guidance to key destinations
including schools, parks, regional trails,
landmarks, civic buildings, and bicycle
parking facilities.

Urban Design Element
Long Beach
The City of Long Beach Urban Design
Element of the General Plan was recently
created in 2019. It defines urban design
guidelines that represent the values of
the Long Beach community, ensuring
that the built environment continues to
contribute to the identity and qualities
that make the city a unique and desirable
place for people to visit and call home. The
intended outcome of this Urban Design
Element is to strengthen the existing areas
of the city that are already illustrative of
the identity and qualities representative
of the community’s values. At the same
time, urban design goals and strategies
for resolving issues of land use conflict
will be outlined. This Plan identifies urban
design goals and strategies to provide
safe and secure neighborhoods, streets,
buildings, parks, and plazas, to define
boundaries between natural areas, parks,
and built areas, to create parks in infill
sites, to provide greater access to the open
space network to support the health and
well-being of residents, and to increase
opportunities for recreation.

Housing Element
Long Beach
The City of Long Beach Housing Element
of the General Plan, last updated in 2014,
aims to implement policies and programs
to address the diverse housing needs
of the City of Long Beach. The City is
2EXISTING

CONDITIONS
41 LONG BEACH PRM STRATEGIC PLAN
currently in the process of updating its
Housing Element to meet the housing
needs identified in the 6th cycle Regional
Housing Needs Assessment [RHNA], and
began an 18-month public engagement
process to update the Housing Element. It
aims to ensure the housing needs of Long
Beach through the next update in 2029. The
updated Element aims to adapt to housing
demands, improve housing affordability,
and promote fair housing for all. The main
focus of the upcoming Element is to remove
barriers to accessing housing, respond
to the housing shortages, and address
homelessness in Long Beach. The Element
seeks to focus on providing affordable
housing distribution and reverse the
segregation patterns of the past.

Racial Equity and
Reconciliation Initiative
Long Beach
The Racial Equity and Reconciliation
Initiative implements the framework for
working towards racial equity in the City
of Long Beach. Adopted after the murder of
George Floyd on May 25, 2020, the Racial
Equity and Reconciliation Initiative embodies
four key components to end systematic
racism. The four key concepts acknowledge
the deep-rooted existence and impacts
of systemic racism in America and in the
City of Long Beach, listen to the accounts
and experiences of community member’s
experience with racial injustices, convene
the City with stakeholders to evaluate the
community feedback and shape citywide
reform ideas, and catalyze action by
presenting various recommendations for
the consideration of the City Council. Many
of the recommendations identified in this
report involve the hiring and management
practices of PRM Department staff as
well as immediate actions that can be
taken regarding open space development
and improvements. This process is a
start to accelerating racial equity in the
City of Long Beach.

PRM Youth Strategic Plan
Long Beach
Building Healthy Communities: Long Beach
Youth Committee and Khmer Girls in Action
organized the Invest in Youth campaign in
2017 to ensure the representation of youth
and teens in the City’s budget. As a result
of the their community engagement, the
Youth and Emerging Adults Strategic Plan
Element envisions healthy and empowered
youth between the ages of 8-24. The
Strategic Plan was recently released
in 2021 and aims to provide necessary
resources for Long Beach’s youth to
develop into decision-makers for the City.

It also seeks to empower the City’s youth
to promote change and solutions to the
current and future generations. Working
with the Long Beach PRM Department, the
Office of Youth Development aims to use
park space to build a safe space network
for the youth to have stable opportunities
for personal, educational, and economic
development in the City.

Using inclusivity and equity as key
grounding principles, the Youth and
Emerging Adults Strategic Plan Element
has six goals. The first goal focuses on
youth development by developing an
Office of Youth Development to coordinate
and improve youth outcomes across the
community. The second goal aims to
foster physical health, mental health, and
emotional wellness among the youth by
focusing on culturally relevant services.

The third goal seeks to plan for the future
by increasing economic and social mobility
for youth and emerging adults. The fourth

EXISTING
CONDITIONS2

LONG BEACH PRM STRATEGIC PLAN
42 goal provides community care by creating
an inclusive and caring environment for the
city’s youth. The fifth goal aims to increase
safe, affordable, and accessible housing
options for the youth. The last goal of the
Plan focuses on the youth’s access to safe
and affordable transportation.

Strategic Plan
for Older Adults
Long Beach
The Strategic Plan for Older Adults Element
strives for equitable access to a coordinated
system of services and support across
the City of Long Beach. The coordinated
services include developing an Older Adult
Task Force to network older adults with
providers and City systems. It aims to
create a comprehensive One-Stop Older
Adult Resource Network. The One-Stop Older
Adult Resource Network closes the gap
between older adults and accessibility to
resources. It also provides an approach to
enhance community engagement.

The Plan seeks to advocate for the
accessibility of affordable housing,
improve transportation in the community,
improve physical and mental health care,
and enhance the quality of life for older
residents. Working with the PRM and various
community partners, it aims to strengthen
programs at various park locations to
improve older adults’ overall quality of life.

Animal Care Services Plan
Long Beach
The Long Beach Animal Care Services
(LCACS) Strategic Plan, finalized in 2020,
embraces the compassionate, passionate,
dedicated, and ethical treatment of animals
as Long Beach’s Animal Care Services’
core values to achieve overall animal
wellbeing. The Plan visualizes a responsible,
compassionate, and informed community
working together for the wellbeing of its
animals. Centered with the “Compassion
Saves” motto, the Plan seeks to support
people and animals by outreach, education,
guidance, and support services.

The Animal Care Services Plan has five
main goals. First, the LBACS strategic
plan focuses on overall animal welfare by
providing care and enrichment based on the
needs and industry standards. Secondly,
the Plan’s goal is to engage the community
by providing animal services to increase
pet retention and reunion. Thirdly, the Plan
seeks to make LBACS operation financially
sustainable by developing a responsible
budget that increases revenue through
grants and fundraising. Fourthly, the
Plan implements life-saving programs by
establishing agreements between LBACS
and partners. Lastly, the LBACS strategic
plan promotes staff development.
2EXISTING

CONDITIONS

Park equity is the
idea that all people
– regardless of
who they are or
where they live –
have the right to
clean, welcoming,
well-maintained
and accessible
green spaces.

Safe Streets Long
Beach Action Plan
Long Beach
FInalized in July 2020, the Safe Streets
Long Beach Plan outlines the actions
needed to eliminate traffic deaths and
serious injuries by 2026. It is guided by
Vision Zero, a road safety philosophy
that prioritizes human life as the first and
foremost consideration when designing
a street network. The Plan outlines
high-injury corridors and intersections
within the city, public opinions on street
safety, and common types of collisons.

Actions are prioritized based on the their
ability to focus on dedicating resources
to Vision Zero actions, building Safe
Streets, improving data and transparency,
promoting a safety culture, enhancing
processes and partnerships, and equity.
43 LONG BEACH PRM STRATEGIC PLAN
Digital Inclusion Roadmap
Development Strategic Plan
Long Beach
The Digital Inclusion Plan provides
equitable access to digital literacy training,
affordable technology devices, and
affordable internet services. Co-created
by the City of Long Beach, community
members, and local stakeholders,
the Plan is a roadmap for a collective
impact approach. It focuses on equitable
access to capacity, connectivity, and
technology. Regardless of race, income,
and neighborhood, the Digital Inclusion
Plan focuses on building the capacity
to create multilingual digital literacy
training and support. This capacity-
building creates job preparedness for
technology jobs. The Plan focuses on
connectivity through creating a fiber
network infrastructure throughout the
City. This network infrastructure enables
the city to access quality, affordable and
high-speed internet at home and Free
public Wi-Fi. The technology focus of the
Plan provides residents access to low-
cost, quality internet devices such as
desktops, laptops, and tablets. It also
provides technical support. This inclusive
process allows the community to build
skills for today’s economy and increases
the city’s overall well-being by digitally
connecting the City of Long Beach.

EXISTING
CONDITIONS2

2.3 DEPARTMENT OVERVIEW
The City of Long Beach
Parks, Recreation, and
Marine Department aims
to enhance and improve
the quality of life in
Long Beach through its
programs, services, and
open spaces.

The PRM Department has a wide range of
responsibilities, such as:

Maintaining safe and clean parks
and open spaces, facilities,
marinas, and beaches
Running recreation and enrichment
programs that promote public safety
and healthy communities
Identifying new and sustainable models
for service delivery
Developing recreational space and
providing access for recreational
opportunities
Providing for public safety and the
humane treatment of animals
There are six subsections of the PRM
Department: Animal Care Services Bureau,
Business Operations Bureau, Community
Recreation Services Bureau, Marine Bureau,
Maintenance Operations Bureau, and Parks
Planning and Partnerships Bureau.

LONG BEACH PRM STRATEGIC PLAN
44 2EXISTING

CONDITIONS
Long Beach parks were rated #31 out
of the top 100 park systems in the
U.S. by the Trust for Public Lands 2021
ParkScore Index
Four-time recipient of the National Parks
and Recreation Society’s “Gold Medal”
award for outstanding management
practices and programs

2019 California Park & Recreation
Society Award of Excellence recipient for
Agents of Discovery Augmented Reality
Application for Park Exploration in the
Marketing & Communications Award of
Excellence category
2018 Southern California Association
of Governments (SCAG) Award
for Outstanding Achievement in
Sustainability for the Willow Springs Park
Wetlands Restoration Project
2018 American Planning association
(APA) Public Outreach Award for the
Uptown Open Space Vision Plan & Urban
Design Award for Gumbiner Park

PARKS, RECREATION & MARINE

ANIMAL CARE

SERVICES
Field
Services
Shelter
Services
Community Recreation
Administration
Community Outreach
& Youth Services
Senior Cultural &
Environmental Services
Sports &
Aquaitics
Regional Parks &
Nature Center
Community
Parks
Historic
Sites

COMMUNITY

RECREATION

SERVICES BUREAU
Marina
Operations
Rainbow Harbor
Operations
Beach
Operations
Beach
Maintenance/ QWB
Marine
Maintenance
MARINE
BUREAU
Facility
Maintenance
Grounds
Maintenance

MAINTENANCE

OPERATIONS
BUREAU
Planning
Partnerships

PARK PLANNING
& PARTNERSHIPS
BUREAU
Executive
Management
Community
Information
Personnel &
Training
Financial
Services
Safety & Accident
Pervention

BUSINESS

OPERATIONS
BUREAU
Contract Management
& Golf Operations
45 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2
Annual expense budget of $5.1M,
supplemented by $1.8M in revenue through
donations, fees, and contract revenue

50.87 full-time equivalent (FTE)
employees in FY 2019
6,515 live animals impounded yearly
27,405 household dogs licensed, with a 25-
year record high Live Release Rate of 91%
Animal Control Officers completed
more than 35,271 calls for service in a year
Kennel Care program provides
food, water, and hospitality
for over 3,379 animals

ANIMAL CARE SERVICES
Responsible
for animal treatment,
evaluation, licensing,
and permitting.

The Animal Care Services Bureau
handles calls for service and
veterinary care for animals visiting
the shelter. Animal Care Services
has eight distinct program areas:
field operations, investigations,
customer services and support,
veterinary medical, kennel care,
emergency management, training,
and administration. Across all these
areas, the staff of this Bureau works
towards the mission of making
Long Beach the safest large city in
California for people and animals
through a proactive strategy
of community engagement and
enforcement activities. The Bureau
follows a “Compassion Saves” model
with supporting the people and
animals of our community through
outreach, education, guidance, and
support services.

LONG BEACH PRM STRATEGIC PLAN
46 2EXISTING

CONDITIONS

25.12 FTE employees in FY 2019
Processed:
52,000 timecards
26,000 paychecks
2,200 purchase orders
13,200 invoices
250 leases

BUSINESS OPERATIONS
The management
of day-to-day
administrative duties
such as budgeting,
accounting, purchasing,
personnel, and
public information/
communication
services to ensure
an efficient and
productive operation.

The Business Operations Bureau
provides human resources, training,
risk management, employee safety,
workers’ compensation, budget and
accounting, procurement, records
management, contract management,
graphic design, marketing, and
community outreach to the PRM
Department. Additionally, they
provide master plans, capital budget
plans, and grants administration for
parks, open space, and facilities.

Business Operations runs the PRM
Department’s social media which
includes a large Facebook, Twitter,
and Instagram community base.
47 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2
199.11 FTE employees
in FY 2019
81,484 Youth sports
participants
93,310 Adult sports
participants
13,433 Leeway Sailing
Center Visits/Sailing
Lessons
757,000 youth and
teen participated
in recreational
programming in parks
498,422 Senior
programming
participants
214,623 people visited
Belmont Outdoor
Pool, King Pool, and
Silverado Pool
62,309 meals
provided through
summer food service
program
52,974 participants
in Homeland Cultural
Center activities

COMMUNITY RECREATION
Manages Long Beach’s
parks, pools, open
water, and facilities for
safe public use.

They also provide more than 600
recreational and educational classes
for the community every quarter.

Community Recreation Services offers
youth programming and sports to help
children stay engaged and active. Teen
centers are run by this Bureau in parks
near five Long Beach high schools.

Adult sports leagues, golf and tennis
facilities, public pools, and skate parks
are other well-loved amenities run by
this Bureau. Additionally, Community
Recreation Services offers senior
programming and adaptive recreation
programs to meet the needs of all ages
and abilities.

LONG BEACH PRM STRATEGIC PLAN
48 2EXISTING

CONDITIONS
104.76 FTE employees in FY 2019
3,335 recreational boat slips that make
up the nation’s largest municipally
operated marina system
More than 1 million people used the beach bike/
pedestrian path
39,744 recreational boaters launched
at one of Long Beach’s launch ramps
2,252 tons of debris removed from
LA River deposits
MARINE
Operates the nation’s
largest municipal
marina, an economic
asset that employs more
than 100 staff and gen-
erates $22 million in
revenue annually.

They partner with commercial operators
to provide recreational opportunities
through rentals, concessions, charters,
and tours. The Marine Bureau maintains
other waterfront assets in Long Beach
such as launch ramps, water-skiing
facilities, dry boat storage, bike/
pedestrian beach paths, and fitness
loops. They also oversee the maintenance,
renourishment and protection of the
shoreline and beach areas.
49 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2

51.56 FTE employees in FY 2019
Maintain 3,125 acres of parkland (including
parks, bike paths, pools, sports courts,
artificial turf fields, community center
and restroom buildings, play and exercise
equipment, lighting, irrigation, signage and site
furnishings)
5,603 Park maintenence work orders

MAINTENANCE OPERATIONS
The Maintenance
Operations Bureau
manages the safety
and cleanliness of parks
and facilities.

This includes grounds maintenance
and oversight for parks, trees, and
other City service locations. This
Bureau also implements irrigation and
water conservation projects, oversees
lake and sports field management,
and aids in special event preparations.

Maintenance Operations provides
crucial custodial services and
oversight to allow for smooth-running
programming and daily usage of Long
Beach parks and assets.

LONG BEACH PRM STRATEGIC PLAN
50 2EXISTING

CONDITIONS

7.00 FTE employees in FY 2019
Generated $6,356,001 in partnership
contract revenue in FY 2019
Manage 189 partnership contracts

PLANNING & PARTNERSHIPS
The Park Planning
and Partnerships
Bureau manages park
planning and
development through
collaboration with
community part-
ners and multiple City
departments.

They also manage lease,
partnership, and vendor agreements
and work permits, while establishing
new strategic collaborations. The
Park Planning and Partnerships
Bureau is responsible for developing
new revenue sources through grant
pursuit and management.
51 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2

2.4 PRM ASSETS OVERVIEW
Did you know that the
City’s recreational
resources include parks,
community centers,
golf courses, bike
and equestrian trails,
numerous special use
recreation resources,
and coastal amenities?
The PRM Department manages 167 parks
that facilitate a diverse range of recreational
activities. Amenities include beaches, a
boardwalk, an esplanade, piers, fishing
platforms, boat launches, a rowing center,
a sailing center, harbors, and marinas.

There are 27 community activity centers
in Long Beach. Some of the largest include
the California Community Recreation
Center, Cesar E. Chavez Park Community
Center, El Dorado Park West Community
Center, Recreation Park Bruins Den,
Houghton Park Community Center, and
the Silverado Park Community Center.

These centers offer supervised after-
school activities, art classes, fitness and
cooking instruction, meeting rooms, and
many more exciting programs. The Long
Beach Senior Center is the largest such
facility on the West Coast, offering clubs,
dances, classes, and information and
referral services to the elderly community.

Teen programs are also emphasized at
six of the centers, with services such
as tutoring, counseling, employment
development, referral services, computer
labs, and life-skills workshops. The
Homeland Cultural Center, beloved by
many in the community, offers writing,
music, acting and dance workshops, and
a mural arts program. The Marine Bureau
ensures that our beaches and marinas
are kept in prime condition by overseeing
the maintenance, renourishment, and
protection of the waterfront.

Did You Know:

The PRM Department
offers volunteer
opportunities for
people 14 years and
over. Volunteering
helps people connect
with the community
and may reduce
stress levels.

LONG BEACH PRM STRATEGIC PLAN
52 2EXISTING

CONDITIONS
Looking for a cool dip in the pool? There
are swimming pools located at Martin
Luther King Junior Park, Silverado Park,
and the Belmont Plaza Pool Complex.

Four pools at Long Beach Unified School
District high schools are open to the
public through joint-use agreements.

Public access programs at the City
College campuses and California State
University at Long Beach add an additional
four pools to the public pool inventory. The
City owns five golf courses: El Dorado,
Heartwell, Recreation 9, Recreation 18,
and Skylinks, which are operated by
a concessionaire. There are also two
private golf courses and one private
driving range in Long Beach.

The City of Long Beach has an estimated
64 miles of bikeways, approximately half
of which are completely separated from
roadway traffic. Long Beach is also home
to hundreds of acres of beaches, and 11
miles of shoreline. Although the beach
property is owned by the State, the City
retains responsibility for maintaining the
beach and beach facilities. The water is
relatively calm as a result of the extensive
federal breakwater along the coastline,
making it an optimal environment for
Did You Know:

Blair Field serves
as California State
University at Long
Beach’s baseball
team home field.

The Dodgers played
an exhibition game
versus the Rangers
before a record 6,250
fans in 1961. In 1966,
Blair Feild was also
the site of the Chicago
Cubs spring training.

In 2018, Blair Field
celebrated its 60th
anniversary .
rowing and sailing. Due to the breakwater,
beach conditions and water quality are
challenged when storms occur in the Los
Angeles basin and polluted urban runoff
flows down the Los Angeles and San
Gabriel rivers and washes up on our shores.

In addition to the fishing bays at Belmont
Pier, public fishing platforms line the edge
of Shoreline Aquatic/Riverfront Park just
south of the Aquarium of the Pacific.

People are also able to fish from the rock
embankments along the rivers, at 72nd
Place on the peninsula, and in select
spots at Alamitos Bay. Rainbow Harbor
features eight public piers designed to
accommodate visiting historic ships,
water taxis, fishing and harbor dining and
sightseeing boats.

The City owns and operates two large
marinas and one smaller marina which
constitute the largest municipally owned
marina operation in the nation! Long Beach
also has five public boat launches: Davies,
Claremont, Granada, Marine Stadium and
South Shore. Everything from powerboats
and jet skis, sailboats, windsurfers, skulls,
catamarans and kayaks can be launched
from Long Beach shores.

LA
CO
LONG
10TH
2ND
WILLOW

SAN DIEGO FWY
SPRING
CLARK

ARTESIA

STEARNS

WARDLOW BELLFLOWER

OCEAN BLVD

BROADWAY

ATLANTIC

ARTESIA

PALO VERDE

ANAHEIM
FWY

DIAGONAL
ORANGE
DR
BIXBY

MAGNOLIA

ATHERTON
PARK

PACIFIC

WOODRUFF

STUDEBAKER
MARKET
XIMENO

PACIFIC

SAN ANTONIO DR
DOWNEY

LOYNES DR

APPIAN WAY

PARAMOUNT

SHORELINE

HARDING

ALAMITOS

LIVINGSTON DR

NORWALK

BLVDPACIFIC PL
4TH

SAN GABRIEL RIVER FWY

SANTA FE

DEL AMO
HILL
7TH

LOS COYOTES
CHERRY
WILLOW

ATLANTIC

REDONDO
OCEAN

BELLFLOWER

SAN DIEGO

PACIFIC AVE

LAKEWOOD

CARSON CARSON ST

LONG BEACH
SOUTH
SPRING
ORANGE
OCEAN

MARTIN LUTHER

BROADWAY

HARBOR SCENIC HW
Y
NIETO
2ND
7TH

DEL AMO
FWY
BLVD

PACIFIC COAST
CHERRY

WARDLOW
FWY

KING JR
TEMPLE
CLARK

ANAHEIM
CHERRY

ATLANTIC

LONG BEACH BLVD
ORANGE
4TH

STUDEBAKER

SAN DIEGO

LONG BEACH
SPRING
SOUTH

SANTA FE
BEACH
10TH
FWY
7TH

PACIFIC COASTCOAST

HEARTWELL HEARTWELL

EL DORADO

REGIONAL

SKYLINKS

EL DORADO

REGIONAL

SKYLINKS

RECREATION
GOLF
COURSE

RECREATION PARK

GOLF COURSE

EL DORADO

PARK WEST
BLUFF
WILLOW

SPRINGS

SCHERER

HOUGHTON

WARDLOW

EL DORADO

PARK WEST
HUDSON

STEARNS

CHAMPIONS

COLORADO
LAGOON

VETERANS GOLF
COURSE

MARINA VISTA

CHITTICK
FIELD

MARINA GREEN
CHERRY

MARINE STADIUM

DE FOREST

WRIGLEY

GOLF COURSE

SILVERADO
WHALEY
DRAKE

ADMIRAL
KIDD
RAMONA
PAN

AMERICAN
RECREATION 9 HOLE

GOLF COURSE

LINCOLN

RAINBOW LAGOON
SIMS
POND

SHORELINE

AQUATIC

COOLIDGE

DE FOREST

NATURE TRAIL

LOS CERRITOS

LOS ALTOS

DOWNTOWN

MARINA MOLE

SOMERSET

CHANNEL VIEW
BIXBY
BIXBY
KNOLLS
RANCHO

LOS ALAMITOS

ORIZABA
(CAMPFIRE)

MACARTHUR

SEASIDE

MARINE PARK
(MOTHER'S BEACH)

JACK NICHOL
DAVIES

LAUNCH RAMP

EL DORADO -

NATURE CENTER &

COMMUNITY

GARDENS

ED 'POPS'

DAVENPORT
RANCHO

LOS CERRITOS

SOUTH SHORE

LAUNCH RAMP

ATLANTIC
PLAZA

VICTORY

BELMONT

POOL COMPLEX
TANAKA
CESAR E.

CHAVEZ
ROSIE

THE RIVETER

ROSIE'S

DOG BEACH

BELMONT

PIER AND PLAZA
GRACE

COLLEGE

ESTATES

VICTORY
ROSE

BIRDCAGE
WILL
ROGERS
BAKER
STREET

HARRY BRIDGES

MEMORIAL PARK

AT THE QUEEN MARY

SLEEPY HOLLOW

CHAVEZ WETLANDS

JACKSON
STREET
NAACP

FREEDOM
PARK

BAYSHORE

PLAYGROUND

DOG PARK

WRIGLEY HEIGHTS

DOG PARK
ROTARY

CENTENNIAL
21ST

TO HILL

OVERLOOK

DAISY AVE
PLAZA
ZAFERIAERNEST S.

McBRIDE, SR.

COMMUNITY CENTER
LILLY

PACIFIC ELECTRIC RIGHT-OF-WAY
LB
MUSEUM
OF ART

DOG PARK

LOS ALTOS
PLAZA
ORANGE

LIVINGSTON
DRIVE

FELLOWSHIP

CARROLL
ROSA
PARKS
BURTON W.

CHACE

ALAMITOS
AT 72ND

LOMA VISTA

POLY HIGH

GATEWAY

MAURICE
'MOSSY' KENT

MARY MOLINA

COMMUNITY
GARDEN

SOUTH STREET

PARKWAY
UPTOWN

DOG PARKARBOR STREET
CRESSA

FOURTEENTH STREET
PEACE
MICHAEL K.

GREEN

SKATE PARK

PROMENADE
SQUARE
EAST

VILLAGE
ARTS

HARVEY MILK

PROMENADE LB SENIOR
CENTER

MIRACLE ON
4TH STREET

AQUARIUM OF

THE PACIFIC

GOLDEN SHORE RV

GOLDEN SHORE

MARINE RESERVE

RAINBOW HARBOR ESPLANADE
MARTIN
LUTHER
KING JR.

CRAFTSMAN

VILLAGE PARK

DOWNTOWN DOG PARK
K-9 CORNER

DOG PARK

LOOKOUT

TREASURE
ISLAND
THE

COLONNADE

LA BELLA

FONTANA

DI NAPOLI

JACK DUNSTER

MARINE RESERVE
LEEWAY

SAILING
CENTER
GOOD

NEIGHBOR

BOUTON CREEK

OFFICER
DARYLE W. BLACK

MEMORIAL PARK

DOG PARK

TROLLEY

TERRACE

THEATER

ALAMITOS

HEIGHTS
DOG
PARK

JENNI RIVERAMEMORIAL PARK
ROBERT

GUMBINER

EXISTING

LONG BEACH

PARKS & BEACHES
Existing parks
2021
53 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2

CITY OF LONG BEACH PARKS AND PARK ACREAGE

TYPES OF PARKS
C
Community Pk
LB
Lease for Community Benefit
S
Special Use
G
Greenway
M
Mini Pk
U
Undeveloped
GC
Golf Course
N
Neighborhood Pk
W
Water Area
I
Street Island
O
Open Space Owned by Others,
Y
Maintenance Yard
L
Leased
R
Regional Pk

PARK NAME TYPE ACREAGE YEAR OPEN
01st Place Mini Park M 0.16 1980
02nd Place Mini Park M 0.13 1980
03rd Place Mini Park M 0.10 1980
04th Place Mini Park M 0.09 1980
05th Place Mini Park M 0.10 1980
06th Place Mini Park M 0.11 1980
07th Place Mini Park M 0.08 1980
08th Place Mini Park M 0.09 1980
09th Place Mini Park M 0.10 1980
10th Place Mini Park M 0.10 1980
11th Place Mini Park M 0.07 1980
12th Place Mini Park M 0.05 1980
13th Place Mini Park M 0.09 1980
14th Place Mini Park M 0.09 1980
15th Place Mini Park M 0.11 1980
21st to Hill Park M 0.87 2007
34th Street Greenbelt G 0.30 2007
51st Street Greenbelt G 0.96 2008
Alamitos Bay Marina S 360.15 1976;2003
Alamitos Heights Park S 1.32 1923
Alamitos Park M 0.27 1967
Aquarium of the Pacific/Pierpoint Landing S 1.18 1999
Arbor Park L 0.43 1966
Atlantic Plaza N 3.22 1952
Baker Street Mini Park M 1.45 2013
Bayshore Parkway G 1.71 1955

LONG BEACH PRM STRATEGIC PLAN
54 2EXISTING

CONDITIONS

PARK NAME TYPE ACREAGE YEAR OPEN
Bayshore Playground M 1.22 1934
Beach S 256.48 1911
Belmont Plaza S 4.75 1967
Belmont Veterans Memorial Pier S 1.80 1967
Birdcage Park M 1.01 1958
Bixby Knolls Park N 3.93 1950
Bixby Park C 17.82 1903
Black, Officer Daryle W., Memorial Park M 0.14 2006
Bluff Park G 13.45 1919
Bouton Creek Park M 0.76 1967
Bridges, Harry, Memorial Park at the Queen S 4.15 1997
Carroll Park M 0.70 1910
Chace, Burton W., Mini Park M 0.30 2005
Channel View Park G 5.29 1968
Chavez, Cesar E., Park CUS 33.16 1999
Cherry Avenue Park C 10.19 1951
Chittick Field SU 19.92 1950;2014
College Estates Park N 2.30 1962
Colonnade, The M 0.22 1939
Colorado Lagoon S 17.47 2012
Coolidge Park N 6.11 1958
Craftsman Village Park M 0.34 2013
Cressa Park G 0.94 1998
Daisy Avenue Greenbelt G 17.47 1956
Davenport, Ed "Pops", Park UN 11.55 2006;2017
Davies Launch Ramp S 6.71 1960
DeForest Park & Wetlands NS 15.99 1976;2018
Dominguez Gap S 56.59 2008
Douglas, Donald, Plaza M 0.37 2012
Drake Park N 6.62 1904
Dunster, Jack, Marine Biological Reserve S 3.21 2004
East Village Arts Park M 0.09 2004
El Dorado Nature Center US 97.89 1965
55 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2

PARK NAME TYPE ACREAGE YEAR OPEN
El Dorado Park West C 272.81 1962
El Dorado Regional Park East R 389.38 1971;1974
Fellowship Park M 0.36 2004
Fourteenth Street Park UM 4.01 1950
Freeman Community Center S 0.28 2009
Golden Shore Marine Bio Reserve S 9.26 1997
Golden Shore RV Park - Lease S 5.24 1995
Good Neighbor Park C 0.90 2008
Grace Park M 1.22 2006
Gumbiner, Robert, Park M 0.87 2017
Heartwell Park GCS 161.94 1931
Houghton Park C 26.32 1924
Hudson Park N 13.18 1977
Jackson Street Dog Park S 0.16 2015
Jackson Street Park M 3.20 1962
Jansen Green (in Douglas Park) S 2.16 2018
K-9 Corner Dog Park S 0.09 2009
Kent, Maurice "Mossy", Park M 0.11 1958
Kidd, Admiral Issac C., Park N 12.29 2010 part
King, Martin Luther, Jr., Park C 9.04 1963
La Bella Fontana di Napoli M 0.38 1933
LA River Bikepath S 14.66 1979
Leeway Sailing Center S 0.59 1964
Lilly Park M 0.28 1961
Lincoln Park S 5.10 1880
Livingston Drive Park M 2.07 2008 part
Locust Tot Lot M 0.13 2016
Loma Vista Park M 0.18 2005
Long Beach Municipal Cemetery S 4.47 1900
Long Beach Museum of Art LS 2.16 1957
Long Beach Senior Center S 1.23 1977
Long Beach Shoreline Marina S 104.85 1982
Lookout Park M 0.86 1964

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56 2EXISTING

CONDITIONS

PARK NAME TYPE ACREAGE YEAR OPEN
Los Altos Park N 4.94 1951
Los Altos Plaza M 0.75 1959
Los Cerritos Park N 8.47 1907
Los Cerritos Wetlands US 104.52 undeveloped
MacArthur, General Douglas, Park N 3.87 1941
Marina Green S 9.54 1992
Marina Pacifica Park S 1.24 1976
Marina Vista Bikepath G 3.23 1985
Marina Vista Park N 17.68 1923
Marine Park (Mother’s Beach) S 9.32 1955
Marine Stadium S 97.41 1923
McBride, Ernest S., Sr., Park N 2.77 2011 part
Milk, Harvey, Promenade Park M 0.27 2013
Miracle on 4th Street Mini Park M 0.14 2000
Molina, C. David, Park N 3.71 2018
Molina, Mary, Community Garden S 0.19 2011
NAACP Freedom Park US 2.82 2012
Nichol, Jack, Park G 3.75 2007
North Community Gardens S 0.69 1996
Orange Mini Park M 0.31 2002
Orizaba Park N 4.14 1938;1990;2012
Overlook Park M 0.44 1965
P.E. Railway Greenbelt UG 10.95 2016
Pacific & 6th Community Garden S 0.06 2001 by CD
Pan American Park N 12.52 1954
Parks, Rosa, Park M 0.40 2011
Peace Park M 0.41 2004
Pike Park US 0.18 2020
Plaza Zaferia M 0.81 1957
Poly Gateway - Atlantic M 0.07 2011
Poly Gateway - MLK M 0.25 2012
Promenade Square S 0.68 1983;2010
Rainbow Harbor S 22.52 1999
57 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2

PARK NAME TYPE ACREAGE YEAR OPEN
Rainbow Lagoon S 12.36 1962
Ramona Park N 7.27 1957
Rancho Los Alamitos S 7.50 1970
Rancho Los Cerritos S 4.82 1955
Recreation Park GC 228.39 1923
Rivera, Jenni, Memorial Park US 3.23 2012
Rogers, Will, Mini Park M 1.78 1978
Rose Park M 0.75 1910
Rosie the Riveter Memorial Park M 3.26 1959
Rotary Centennial Park M 1.18 2005
San Gabriel River Bikepath S 8.65 1984
Santa Cruz Park M 1.86 1922
Scherer, Herman J., Park C 25.27 1956;1975
Seaside Dog Zone S 0.17 2015
Seaside Park N 2.42 2011
Shoreline Aquatic Park S 17.30 1983;1989
Shoreline Bikepath S 2.98 1983
Shoreline Park S 0.27 1983;1989
Silverado Park C 12.24 1925
Sims Pond S 6.09 2003
Skylinks Golf Course GC 155.75 1959
Sleepy Hollow Greenbelt UG 2.68 1994
Somerset Park N 3.99 1944
South Shore Launch Ramp S 6.48 2000
South Street Parkway G 1.49 1947
Spinnaker Bay Park M 0.48 1983
Stearns Champions Park C 26.52 1954;1967
Tanaka Park M 1.34 2004
Treasure Island Park M 0.09 1967
Trolley Park M 0.15 2007
Valparaiso Plaza M 0.52 1977
Veterans Memorial Park C 14.64 1952

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58 2EXISTING

CONDITIONS

PARK NAME TYPE ACREAGE YEAR OPEN
Victory Park G 4.57 1889
Wardlow Park N 16.32 1956
West San Gabriel River Parkway (undev) UGGC 27.28 undeveloped Whaley Park N 13.87 1950
Williams, Dennis, Greenway G 0.69 2009?
Willow Springs Park MUS 47.96 2012
Wrigley Greenbelt G 9.02 1991
Wrigley Heights Dog Park S 2.03 2011
15 Community Parks
1,022 acres
El Dorado Regional Park
760 “regional use” acres
167 Total Parks
3125 acres
54 Special Use Parks
1,550 acres
22 Neighborhood Parks
177 acres
20 Greenway Parks
674 acres
2 Ranchos
12 acres
62 Mini Parks
86 acres
59 LONG BEACH PRM STRATEGIC PLAN

EXISTING
CONDITIONS2

2.5 PARK MAINTENANCE
Park maintenance and safety was the
number one priority identified in the
Strategic Plan community surveys, yet this
is one of the areas needing investment.

Park maintenance for the City’s 167 parks
and 3,125 acres of open space is currently
underfunded - the City has a $20 million
park maintenance shortfall, with years of
deferred facility maintenance, reduced
staffing, outdated irrigation systems, and
only enough structural funding for 40% of
the irrigation needed in dry years to properly
irrigate the total landscaped park acreage.

One-time funding has at least covered the
irrigation shortfall over the last few years,
but that is not a permanent fix. Recent
irrigation controller upgrades have improved
efficiency of the park irrigation systems,
but still leave problems with distribution
uniformity and waste due to the inefficient
layout of many parks’ ancient irrigation
systems. There is also no annual park tree
trimming budget, resulting in 14,000 of the
City’s approximately 32,000 park trees
being dead, diseased, dying, or removed.

Historically, this has meant that each new
park that has come online has caused the
same park maintenance budget to be spread
across a larger amount of park acreage. This
has lowered the park maintenance budget
per acre and maintenance service levels
are at all City parks.

Long Beach’s award-winning park system
requires adequate care and funding to
continue providing quality spaces and
programming for the community. Timely
preventative maintenance will be less
expensive in the long-term than deferred
maintenance, since costs will increase
over time as issues are left unaddressed.

Good maintenance also plays a crucial role
in park safety, as the presence of poorly
maintained facilities or paths, vandalism,
and litter can suggest that an area is
uncared for and can be perceived as unsafe.

The Los Angeles Comprehensive Parks &
Recreation Needs Assessment, published
in 2016, reported that the cost to replace
all amenities rated “poor” and “fair” is $12
billion in total for countywide deferred
maintenance costs. As the second largest
city in the County, Long Beach must ensure
that there is adequate financial support to
address degrading park conditions.

Did You Know:

Preventative
maintenance
means monitoring
the condition of a
property through
regular assessments,
finding problems,
and fixing them
early on. Deferred
maintenance means
attending to an issue
only when it becomes
too serious to ignore.

LONG BEACH PRM STRATEGIC PLAN
60 2EXISTING

CONDITIONS

PARK MAINTENANCE
AVERAGE COST PER ACRE (2021)
$16,300 $4,500

CALIFORNIA

LONG BEACH
72%
less

PARK OPERATIONS
AVERAGE COST PER ACRE (2021)
$7,277 $5,024
U.S.

LONG BEACH
31%
less
50 48 46 44 42 58 56 54 5240 38 36 34 32 30 28 26 24 22 20 18 16 14 12 10 8 6 4 $2K

LOS ANGELES, CA
$5,000-$10,000
$17,561-$32,475
$4,100-$7,100
$4,000-$54,000
$17,006-$21,828

PASADENA, CA

LONG BEACH, CA

SAN JOSE, CA

GLENDALE, CA

PER UNIT PARK IMPACT FEE (IN THOUSANDS )
Park impact fees for proposed housing
developments in Long Beach are a potential
source of funding that could be used for
park maintenance. The Quimby Act, passed
in California in 1975, required developers
to set aside land or funds to pay fees for
park improvements. The first park impact
fees were implemented in Long Beach in
1989. However, park impact fees have not
increased since 2010 which has resulted in
tens of millions of dollars in lost revenue to
support the improvement and expansion of
Long Beach parks. Long Beach’s fees are
significantly lower than comparable cities
around California. Had appropriate fees
been applied, six park expansion projects
could have been funded as of 2019.

Increasing funding for park maintenance is
a priority for PRM Department in the next
decade. As additional parks are added to
the park system, the maintenance budget
must increase to accomodate the growth.

Having access to an appropriate budget will
improve the quality of Long Beach parks
and open space, and lay the groundwork
for new parks to be operated at the level of
service that Long Beach residents expect.
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3. Community
Voice

3.1 ENGAGEMENT PROCESS
The aim of the PRM Department’s community outreach
methodology was to create a process in which residents’ voices were centered. We used a multi-faceted approach that included multiple rounds of community surveys, public workshops and events, stakeholder interviews, newsletters, emails, and meetings with PRM Department staff, key stakeholders, and the public.

The development of the Draft Strategic Plan was interrupted by the COVID-19 pandemic, which impacted staff’s ability to maximize in-person outreach. While we are proud of the amount of outreach accomplished and the creative outreach methods used to connect with our users and stakeholders under very difficult circumstances, we acknowledge this has had an impact on the community’s ability to engage. As a result, there are elements of the Plan’s goals and actions that are focused on establishing strong community engagement policies and the development of intentional and equitable engagement procedures that maximize inclusion, accessibility and transparency.

We acknowledge that the two rounds of surveys were not able to be completely reflective of our community, with a lack of responses coming from residents in West, Central or North Long Beach. To address this issue, the outreach process intentionally engaged with Black, Latinx, youth, and other marginalized communities through stakeholder meetings, translated materials, and support from community organizations. Moving forward, we intend on building more robust systems of collaboration to ensure that we uplift and center marginalized voices.
“Long Beach parks, beaches and
related programs have always been
an essential part of our community’s
daily lives,” said Mayor Robert Garcia.
“We want to hear from our community
on how they think those spaces should
progress and continue to be enjoyable
for all over the next 10 years.”

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2019 2020

ENGAGEMENT

TIMELINE
May 2019
Survey #1 released online at
26 community centers and
at 28 community events in
the City’s four languages
(Spanish, Khmer, Tagalog,
and English)
August 2019
Survey #1
closes with 740
participants
September 2020
PRM Bureau Managers
hold retreat to reflect on
successes, weaknesses,
opportunities, and threats
of the PRM Department
March 2020
COVID-19 pandemic delays
the release of Survey #2
2021

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2021
January 2021
Survey #2 released online
(in Spanish, Khmer, Tagolog
and English) at five in-
person ballot box locations
and advertised with 40
lawn signs around the City
February 2021
Stakeholder
meetings begin
May 2021
Stakeholder meetings
conclude, with a total of 75
representatives from 56 local
organizations attending
March 2021
Survey #2 closes
with 749 participants
July 2021
Public feedback
survey on the
draft Strategic
Plan opens
August 2021
Public feedback
survey closes
with 69
participants
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1,632 TOTAL SURVEY RESPONSES
SURVEY #1 RESPONSES
SURVEY #2 RESPONSES

STAKEHOLDER GROUP

SURVEY RESPONSES
740
749
74 392

COMMUNITY GROUPS

CONTACTED

STAKEHOLDER GROUP

MEETING PARTICIPANTS
75 STAKEHOLDER
ORGANIZATIONS REPRESENTED56
40 SURVEY LAWN SIGNS
SURVEY POSTER LOCATIONS32

SURVEY VOTING BOX LOCATIONS

MOBILE SURVEY PARK VAN
5 1
PARK STORIES PODCASTS5

FEEDBACK SURVEY FOR
DRAFT PLAN RESPONSES69
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3.2 PUBLIC SURVEY #1 RESULTS
740 Participants
The initial round of surveys was released
in May 2019, available in the City’s four
main languages (Spanish, Khmer, Tagalog,
and English). It was made available online
as well as on paper at 26 community
centers. The PRM Department also brought
paper surveys to 28 community events
over the summer at a variety of City parks
and open space.

There were 740 individuals who participated
in this first round of surveys. This survey
asked residents and park users about
their favorite public spaces, top activities,
parks programs they loved, opinions
about PRM staff and the PRM Department,
and their opinions on how to prioritize
future goals. Demographics of the survey
respondents can be found in the Appendix.

Long Beach Parks & Beaches That People Love
Survey participants were
especially drawn to the
largest of Long Beach’s parks,
El Dorado Park.

Los Cerritos Park, Whaley Park, Mother’s Beach, Peninsula Beach, Marine Stadium were also popular responses.

Top Activities At Long Beach Parks & Beaches
More respondents use parks and
beaches for passive uses, like
walking and socializing,
as opposed to active uses,
like sports or playgrounds.

Jogging, participating in a class, attending a community meeting, swimming, and attending a recreation program were also popular responses.

Top Programs At Long Beach Parks & Beaches
Programs focused around kids
and teens as well as
nature were identified as popular
programs.

Classes for adults, aquatic programs, classes for
seniors, and professional development programs for
teens were also popular responses.

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El Dorado
Regional Park
El Dorado Nature
Center
Bluff
Park
Heartwell
Park
Colorado
Lagoon
Bixby
Park

Walking
Riding a Bike
Picnicking
Playground
Dog Park
Attending a
Special Event

Nature-Based
Classes
Family-Focused Special
Events
Recreational Senior
Programs
Recreational Adult
Programs
After School Programs
for Kids & Teens
Summer Programs
for Kids & Teens

Preferred Choice
Preferred Choice
Preferred Choice
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PRM Department
PRM Department Staff
The Department fulfills the needs of the
community, but could work on being a
better steward of public funds.

The Department staff are friendly,
courteous, and respectful to park and beach
goers, but can do more to involve themselves
in the communities they serve.

Communicates Well
with the Community
Processes are
Easy to Navigate
Is a Good Steward with
Public Funds
Fulfills the
Needs of the Community
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Leaders in their
Community
Trusted w/ Children, Family
and those w/ Special Needs
Helpful, Creative Problem
Solvers
Friendly, Courteous and
Respectful

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Parks
Beaches and Marinas
Long Beach Parks preserve the natural
environment, but we can improve on making
them clean and well-maintained.

Long Beach beaches and marinas are clean and
preserve the natural environment, but we can
improve on maintaining equipment and facilities.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Have Thriving
Landscaping and Trees
Have Thriving
Landscaping and Trees
Balances Nature
and Recreation
Balances Nature
and Recreation
Are Spaces Where
People Feel Safe
Are Spaces Where
People Feel Safe
Have Well-Maintained
Equipment
Have Well-Maintained
Equipment
Are Clean and Free
of Trash, and Usable
Are Clean and Free
of Trash, and Usable
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Well-
Maintained
Good
Facilities
Free and
Affordable Programs
Good
Beaches
Sense
of Safety
Cleanliness

EXPECTATIONS FOR THE PRM DEPARTMENT

CREATING NEW PARKS, BEACHES, AND OPEN SPACE
Respondents said that the greatest
expectations for the PRM Department are to
maintain “Cleanliness” and “Safety.”
While it is important to expand the park network,
respondents felt that the PRM Department should focus on improving and adding uses to existing parks.

Joint Use with
Other Agencies
Joint Use with
Schools & Universities
Creating Additional Parks
Improving & Adding
Uses to Beaches
Improve Bike and
Pedestrian Connections
Improving & Adding
Uses to Existing Parks
Preferred Choice
Preferred Choice

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THESE VALUES SHOULD GUIDE THE PRM DEPARTMENT

PRM DEPARTMENT SHOULD ACHIEVE THESE GOALS
Respondents said that the PRM Department should
value “Continuous Improvement,” “Sustainability,”
“Accountability,” and “Customer Service.”
Safe parks and beaches, preservation of the natural
environment, and smart spending practices should
measure success for the future of the PRM Department.

Accountability
Customer
Service
Resourcefulness
Honesty
Sustainability
Continuous
Improvement
Fiscal
Responsibility
Healthy
Communities
Connected
and Accessible
Cultural
Awareness
Preservation
of Nature
Safety
For All
Preferred Choice
Preferred Choice
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143
STAFF

RESPONSES

COMMUNITY

RECREATION

MAINTENANCE

OPERATIONS

ANIMAL CARE

SERVICES
MARINE

BUSINESS

OPERATIONS

PARK PLANNING
& PARTNERSHIPS
Respect
Customer
Service
Continous
Improvement
Accountability
Honesty
Teamwork
56 % GREW UP IN

LONG BEACH
24 % PRM PROVIDED

FIRST JOB

PRM STAFF SURVEY RESULTS
The top values of employees are teamwork,
customer service, and respect.

Preferred Choice

3.3 STAFF SURVEY & PRM DEPARTMENT

SWOT ANALYSIS
A staff survey was released in May 2019
and was available for staff input through
the end of June 2019. The survey asked
staff about their feedback on PRM
Department operations, programs and
spaces and about the mission and values
of the PRM Department. A total of 143 staff
participated in the survey. Surveys were
available online and on paper at the annual
staff recognition picnic in June 2019.

Subsequently, each Bureau was asked
to engage their staff in a SWOT exercise,
identifying strengths, weaknesses,
opportunities and threats. Information
from both exercises was used to inform
the draft Strategic Plan, along with the
community feedback. Find the detailed
SWOT analysis results in the Appendix.

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using #ParksMakeLB. Residents could help
promote the survey by downloading and
printing a Strategic Plan poster and placing
it in their windows. Nonprofit organizations
and neighborhood associations also
participated in sharing the survey to their
community base, substantially expanding
our reach. In total, 749 Long Beach
community members participated in the
second round of public surveys and have
greatly contributed to the outcomes of this
PRM Strategic Plan update.

PRM Department Top Priorities (Public Survey #2)
PRM Department Core Values
PRM Department Goals
Improving Existing Facilities
Transparent / Open /
Accessible
Equity for safe, high-
quality public spaces
for all communities
Stewardship of parks,
waterfronts, public
assets, and resources
Accessibility of
meaningful, recreational
and cultural programs
and events
Leveraging the open
space ecosystem
for the city’s
environmental and
public health
Communications and
Partnership with city
government and the
community
Creating New Parks in Park-Poor
Communities
Respectful / Nurturing /
Stewardship
Effective / Thoughtful /
Careful
Resilient / Resourceful /
Adaptive / Responsive
Offering High Quality Programs
for the Community
United / Unified /
Collaborative /Connected

27.3%34.5%38.2%

21.1%21.7% 20.5% 19.3% 17.4%

26.3% 21.4% 21.0% 13.8%17.5%

3.4 PUBLIC SURVEY #2 RESULTS
The survey was created in the City’s four
languages (Spanish, Khmer, Tagalog,
and English) and made available online
as well as on paper at the following six
pop-up survey locations: McBride Park,
Houghton Park, Orizaba Park, Veterans
Park, El Dorado Nature Center, and the
Long Beach Marine Bureau Office. Due to
the pandemic restrictions, the promotion
of the second survey was done through
lawn signs and posters installed at more
than 40 parks throughout Long Beach, and
advertisement online via the City’s social
media accounts and through the social
media accounts of trusted community
partners. The PRM Department also
produced a video series titled “Parks Make
Life Better” highlighting programs, people,
planning and partnerships. The community
was encouraged to share their park story
with staff by connecting on social media
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PRM Department Top Priorities (Stakeholder Survey)
PRM Department Core Values
PRM Department Goals
Creating New Parks in Park-
Poor Communities
Improving Existing Facilities Offering High Quality Programs for the Community
Respectful / Nurturing /
Stewardship
Equity for safe, high-
quality public spaces
for all communities
Stewardship of parks,
waterfronts, public
assets, and resources
Accessibility of
meaningful, recreational
and cultural programs
and events
Leveraging the open
space ecosystem
for the city’s
environmental and
public health
Communications and
Partnership with city
government and the
community
Transparent / Open /
Accessible
Effective / Thoughtful /
Careful
Resilient / Resourceful /
Adaptive / Responsive
United / Unified /
Collaborative /Connected

34.8%34.9%

17.3%21.8% 21.0%22.6%

30.3%

14.8%17.5%21.4% 19.6%26.7%

17.3%

3.5 PARK STAKEHOLDER SURVEY RESULTS
In addition to the public survey, a similar
stakeholder survey was also developed in
multiple languages so that key community
groups and partners who represent the
various communities that interact with the
PRM Department could share their feedback
on the direction of the PRM Department for
the next ten years. A stakeholder survey
was also distributed to over 200 partner
groups to learn more about how they interact
with the PRM Department, it’s programs,
services and spaces. Along with surveys, 13
stakeholder meetings were held to discuss
how the PRM Department will prioritize
work, organize staff, and decide where to
invest. 74 organizations participated in the
survey, and 75 stakeholder organizations
participated in virtual stakeholder sessions.

A full list of the key stakeholders can be
found in the appendix.

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3.6 PUBLIC FEEDBACK SURVEY

FOR DRAFT PLAN
An online survey was released to the public
in July 2021 to review the draft Strategic
Plan and share feedback. The survey was
available in the City’s four languages
(English, Spanish, Khmer, Tagalog) and
closed in August 2021. The survey provided
an opportunity for residents to share their
support, concerns, and general comments
on the draft Strategic Plan. This information
was incorporated into the Stategic Plan. A
total of 69 responses were recieved.

I was looking for Park Rangers instead of police
as a way to be more friendly with the community
and save money.Please reach out to more skateboarders in community for better skateparks. Many of us are
frustrated with the current skatepark system.

We feel shut out from the design/development
process and have to travel outside of city to
skate terrain that better suits our needs.

Parks affect all residents of LB and I particularly
support the youth and seniors programming.

As many as possible, free services need to be
provided to these two groups.
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A total of 14 stakeholder meetings took
place between February 2021 and May
2021, with 75 participants. The main
objective of the stakeholder meetings
was to provide deeper understanding of
perspective and input from communities
which were statistically underrepresented
in previous surveys, such as residents
in West, North, and Central Long Beach.

Given the overrepresentation of East
Long Beach in our two rounds of surveys,
we sought out stakeholder groups from
other areas of Long Beach to provide
space for their voices and concerns.

People representing different community
organizations, neighborhood associations,
parks and recreation partners, and other
PRM Department-affiliated groups were
asked to participate as well. During these
stakeholder meetings, a modified version
of survey two was presented, followed
by open discussion about each question
which provided qualitative insight to
augment the quantitative feedback
collected from the surveys. Translation
of the meeting into Spanish, Khmer, or
Tagalog was available by request.

The stakeholder meetings illuminated
community worries about park inequity,
racial injustice, safety, and accessibility.

One common discussion point included the
lack of well-resourced parks - like those
in East Long Beach - in the underserved
West, Central and North Long Beach
communities.Other people brought up
utilizing uncommon areas such as roadway
medians to increase greenery. A general
desire for more open space was prevalent,
exacerbated by the fact that the COVID-
19 pandemic has made park space one
of the few safe places to visit. Black,
Latinx, and Asian community members
often brought up concerns about safety
in parks, mostly tied to the presence of
unhoused neighbors, police, or violence.

Interviewees offered ideas to address
homelessness such as increasing

3.7 EMERGING THEMES AND INSIGHT

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the presence of park staff, connecting
unhoused people to food, health, and
housing resources, and empowering them to
contribute to maintaining parks. Regarding
police presence in park spaces, many
people of color expressed feelings of fear
and trauma. It is imperative to address this
issue of safety from a holistic perspective
that does not contribute to the over-policing
of Black, Brown, or unhoused people.

When asked about opinions on the PRM
Department and staff, opinions were
generally very positive. Notable critiques
included a lack of staff able to speak in
languages other than English, difficulty
in finding or signing up for classes, and
difficulty in knowing who to call with a
question about the PRM Department.

Some individuals discussed the wonderful
impacts of having consistent parks staff
who grew up alongside them or their
children. Other people brought up concerns
regarding the barriers of part-time staff
members becoming full-time employees.

Accessibility in terms of class times and
location were frequent comments as
well. Middle-aged residents hoped for
more classes geared toward their age
group, instead of having to join “senior”
classes. Teenagers and young adults
expressed interest in having professional
development, after-school opportunities, or
other community gatherings like art shows.

People of color expressed that previous
City planning efforts marginalized them and
wanted to see more cultural celebrations
and spaces set aside for that purpose.

Classes geared specifically towards
people with disabilities were brought up
as well. There was enthusiasm from many
community organizations to partner with
the PRM Department to offer some of these
proposed programs, which points to the
importance of expanding community and
private partnerships.

I see that there is a priority for improving
existing parks, but the sheer imbalance
of park space in North Long Beach is so
striking. It really has to be top-priority to
create parks in park-poor communities. They
don’t have to be big. Pocket parks are great.

As we move forward, everything the
PRM Department does should be
measured with equity. Whether through
park development, programming, or
staffing, we need to help the parts
of the City that need it the most.

Quotes from
the community
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Engaging a diverse array
of park users, residents,
community partners,
and PRM staff provided
a broad collection
of perspectives and
nuisanced insight of how
our PRM Department is
and is not working.

While varied with how
they might experience
our parks as users and
stewards, there are
many aligning themes
where respondents share
their appreciation for
certain aspects while
collectively seeing room
for improvement.

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We live right next to our neighborhood park,
but we stay away because of tension there.

Instead, we go to other parks that are farther
away to find ones that are safer.

In the park near my home, I know there’s a big
homeless issue here. People dealing drugs is a
big issue too.

CLEAN AND SAFE PARKS
Maintaining clean and safe parks is a
universal expectation from park users,
residents, partners, and PRM staff.

Long Beach Parks preserve the natural
environment but we can improve on
making them clean and well-maintained.

There is a recognition of the pressure
that our current unhoused population
has on our parks and facilities, though
generally this is met with compassion
from respondents who seek solutions
for the larger crisis.

There is not necessarily consensus
toward the level of policing in our parks,
though most seek more community-
oriented approaches that are sensitive
to all park users.

The following pages share direct quotes
from the community, organized by theme.

3.7.1 Theme 1
The police are policing the parks often. It
impacts youth of color, and most of it is
happening in poor neighborhoods. Policing is
fear and trauma, and they cause a lot of harm,
especially at night.

There are different people going to parks at
different times. What I notice is that in the
wee hours, we have a lot of elderly that take
advantage of the park. As it gets later, there’s
the after-school and late night folks. I don’t
always see staff during those hours, and
sometimes it could be a security issue.

Our homeless community spends a lot of time at
parks, especially in North, West, and Central Long
Beach. We should partner with homeless shelters,
food shelters to offer them support or jobs to help
them. Why not help them out? They are part of our
community, regardless of if they are housed or not.

I know that at my local park, there are no
sanitary waste bins in the women’s bathroom
stalls. I do a lot of group activities in parks, and
this has become a problem for a lot of women’s
restroom users.
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3.7.2 Theme 2
Many programs are only available during the
middle of the day and week which can limit
participation. What is there for people who work
or go to school during the day?
It is important to make sure our parks and
programs are accessible for children and adults
of all physical, mental, and neurological abilities.

RELEVANT AND ACCESSIBLE PARK PROGRAMMING
Recreation programs and facilities should adapt
to new sports and games. Pickleball is one of the
fastest growing sports and one tennis court can
accommodate four pickleball courts. Futsal is
also popular.

There is a need for spaces for art and to
enjoy and express the cultural history of our
community and city. Especially in this time
of COVID-19, it is important that we focus on
outdoor spaces.

Adopt permanently some approaches to
programming that were developed during the
COVID pandemic including hosting classes
online and outdoors.

Consider programming that might appeal
to various ages that might support
intergenerational social interaction.

It can be difficult to physically get to the parks that are hosting the programs I want to participate in.

If you were to look at where
the community events
are happening, they are
mostly on the East Side
where there is more space
and the facilities. There is
a limited supply of cultural
infrastructure at other parks
for them be used widely.

More respondents use parks and beaches
for passive uses, like walking and
socializing, as opposed to active uses,
like sports or playgrounds. Though there
was consensus that those amenities
and programs are important for the
broader community, programs focused
on kids and teens, as well as nature,
were identified as popular programs.

There is a sense among all respondents
about the importance for the PRM
Department to continue adapting their
programming and park amenities to
serve evolving community demands and
social need.

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3.7.3 Theme 3

PARK INEQUITY ACROSS ALL NEIGHBORHOODS
While it is important to expand the park
network, there was a divergence of
how resources should be spent, since
some respondents felt that the PRM
Department should instead focus on
improving and adding uses to existing
parks.

There was greater interest in expanding
accessibility to parks and recreation
programming in West, Central, and North
Long Beach, where these neighborhoods
have dramatically less facilities than
those in East Long Beach.

There is lack of equity in terms of park space
and open land versus East Long Beach. There is
so much need in West, Central, and North Long
Beach where there are more residents living in
denser neighborhoods. They each deserve their
own El Dorado Park.

I love my neighborhood park because I can walk
to it. Everyone deserves to be able to walk to
a park. It does not need to be big, but it should
have the basics and be well-maintained.

Children of color learn to swim at a lower rate
than White children and I would love to see more
swimming programs in North Long Beach. Instead of
busing people to the Belmont Olympic Pool.

The PRM Department has one of the lowest
budgets in our City government, but its impact
on our neighborhoods is tremendous and it
could be even more so if there was sufficient
funding allocated to this department.

The WRAP program on some of our school
campuses is incredibly valuable to our youth. It
would be great to expand those programs as they
are in many of our most park poor communities.

I would prioritize improving existing facilities.

Drake Park’s structure is in really bad
shape, and Cesar Chavez Park is in need of
maintenance. I don’t think we can develop new
parks without fixing our existing parks.
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3.7.4 Theme 4

STEWARDSHIP AND PARTNERSHIP
We need more and standardized resources for
park stewardship programs from neighbors
that live near the park, whether it is providing
shovels, insurance, or logistic support. Their
contributions whether in park planning/design,
park clean-ups, or tree-plantings should be
appreciated.

Create an environment where collaboration with
community organizations or corporate partners
is encouraged and celebrated.

Voices from PRM staff, park users,
and partners emphasized that there is
a brighter path ahead for Long Beach
parks through collaboration and
shared responsibility. While staff take
pride in managing and programing
these community assets, they value
those volunteers and community
members who have become stewards
of their parks and see replication
of this across the City as the most
effective way to improve the park
experience for everyone.

There is also interest in seeing the PRM
Department explore new partnerships
and new revenue sources that can
help support park programming and
management.

There needs to be more
flexibility toward generating
new revenue streams that
allow us to keep up with
user demands, technology,
and social change.

Encourage community members interested in starting
new classes or programs to take ownership and
commit to supporting it by providing curriculum,
resources, and recruitment.

I wasn’t that interested in after-school programs
in high school. Instead, make it job-training or art,
trades, something that keeps teenagers going. I
would like something that would take me out of the
mindset of school.

I would like to see more native plants and
people learning about the native landscape
and animals.

Consider new strategies for activating park
spaces with vendors including but not limited
pop-up kitchens, beer gardens, and cafes with
alcohol-sales – like Claire’s at LBMA. These
strategies could also generate revenue for park
programming and operations.

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DEPARTMENT COMMUNICATION AND ACCOUNTABILITY

3.7.5 Theme 5
Respondents said that the PRM
Department is good at fulfilling the
needs of the community and can
improve by prudent budgeting and
greater transparency. This includes
better articulating what resources
are necessary for meeting park user
and policy-maker expectations for
the PRM Department.

There was interest from many
respondents to enhance technology
and interfaces to improve operation
efficiencies and user experience
interacting with PRM.

Some elders have limited access to
technology and only have a television and
landline. How can we engage them when
they are not on social media or the internet?
How do they know what is going on?
It can be difficult to sign up for classes,
especially going to PRM headquarters in East
Long Beach can be cumbersome. There used
to be a printed catalog, which either stopped
being published or perhaps not as widely. The
online version can be difficult to navigate for
the normal user.

The City is great at putting
together policy plans, but
implementation of these policies
and plans often do not happen or
take way too long. These plans
are great, but it is frustrating
when nothing happens or
worse, something happens but
not based on the plan that we
provided input toward.

There needs to be more effective
communications of what resources are
necessary to provide the park experience
users, policymakers, and management expect.

Our fellow citizens can provide a lot for the
department. When people are dedicated to
their community, they become much more than
a participant, they take ownership. Ask us for
help to be partners and collaborators of the
PRM Department, and we will help.

Try to proactively reach out to the deaf
community. Say that interpreters will be provided
at each meeting.

I think it’s great that PRM is reaching out the
community to hear what the community wants,
instead of telling the community what they want.
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ENVIRONMENTAL SUSTAINABILITY AND CLIMATE CHANGE ADAPTABILITY

3.7.6 Theme 6
There is growing awareness in our
community about the imperative need
to adapt to climate change while doing
our part to reduce our impacts on the
environment through sustainable, even
restorative practices.

At the same time, respondents see
a need for alignment between fiscal
responsibility and sustainable building
operations whether planting native plant
and tree species or designing to use less
water and energy.

I like being at the Nature Center. It would be
great to see more Native plants in our parks and
have the City host classes and tours about our
native landscape and wildlife.

There needs to be so many more trees in our
parks and neighborhoods. They benefit our
wildlife and environment including providing
shade, reducing air pollution, capturing
rainwater, and lowering temperatures.

Leveraging the open space ecosystem for the
city’s environmental and public health is the
most important in my community. Especially as
the impacts of climate change are coming, there
need to be more places to go for refuge.

There are not many vacant lots to create new
green space, so it would be good to investigate
areas that are uncommon like roadway medians,
streets, and parkways.

I wanted to suggest creating a new program about
environment since youth are really into saving the
Earth and recycling.

As climate change worsens, I think aquatic
programs will be important, especially in areas
that are disadvantaged.

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INTERPERSONAL EXPERIENCES WITH PARKS STAFF

3..7 Theme 7
Every interaction I have had with park staff has
left me impressed. From the people maintaining
the park to programming it, it has been nothing but
positive experiences. We just need more of them.

It is essential to park equity that park staff
and leadership represent Long Beach’s diverse
communities including speaking our languages,
living in our communities, and being part of our
communities.

Children benefit from creating lasting
relationships with consistent park staff as
they grow up. Even consistent part-time staff,
instructors, and program providers is important.

As a major workforce development organization,
the PRM Department should continue investing
in their employees through training in new
and cross skillsets, customer service, and
leadership.

I have lots of love for staff that knew my kids
when they were two feet tall.

Most park users felt the PRM Department
staff are friendly, courteous, and
respectful to park and beach goers.

While some felt they have been able to
build lasting relationships with staff who
remained consistently involved in a park
location, others felt staff could expand
their involvement in the communities
they serve.

Most park staff have roots in the city
they serve, either residing in Long
Beach and/or finding their first job with
the PRM Department. This lends itself
to retaining staff long term, who then
can build lasting relationships with their
colleagues and park users to become
leaders within the organization.

When I saw the park staff at my neighborhood
park, it was one of the only times where I
thought “that could be a fun job.” They created a
welcoming environment and would try their best to
help community members. The staff made it feel a
lot safer and built a sense of community.
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4. Where We
Go From Here

WHERE WE
GO FROM HERE4

4.3 COMMITMENT TO EQUITY
Diversity is a fact.

Equity is a choice.

Inclusion is an action.

Belonging is an outcome.

The City of Long Beach Parks, Recreation
and Marine Department strives for a
parks system that supports a city where
everyone can reach their highest level of
health and potential for a successful life,
regardless of background, neighborhood,
or identity.

4.2 VALUES

EFFECTIVE,

THOUGHTFUL & CAREFUL

RESPECTFUL, NURTURING,
& FOSTERING STEWARDSHIP
We intentionally consider the most-effective
strategies to deliver high-quality services to our
park users, practicing empathy and viewing every
decision through an equity lens.

We foster a thriving park ecosystem made up of our
assets, natural habitat, shared culture and history,
community partners, and park users by building
strong relationships with the community.

We understand that park development and
investment patterns in Long Beach have
created lasting disparities in access to
quality open space, recreation programs,
and facilities. City staff and community
partners will incorporate equity and
inclusion into their work. Using an equity
lens means we are thoughtful and inclusive
in all decisions, including policies, practices,
programs, and budgets. This Strategic
Plan affirms our commitment to equity
by specifically focusing our investments
and strategy to close disparities in park
programs and park access.

We make our parks and
beaches safe, welcoming
spaces for all residents
and visitors, putting
people at the center of all
that we do - including our
park users, partners, and
team members - to create
inclusive, enriching,
healthy communities for
all to thrive.

4.1 STATEMENT OF POSSIBILITY

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GO FROM HERE

OFFER MEANINGFUL RECREATIONAL
PROGRAMMING AND EVENTS.

CONNECT CLEARLY AND TRANSPARENTLY
INTERNALLY, AND WITH THE COMMUNITY.

TRANSPARENT,

OPEN & ACCESSIBLE

RESILIENT, RESOURCEFUL,

ADAPTIVE & RESPONSIVE

UNITED, UNIFIED,

COLLABORATIVE & CONNECTED

COLLABORATIVE
& PARTNERING
We openly, respectfully, and honestly communicate
with our park users, partners, and public, striving
to remove physical and institutional barriers to our
governmental processes.

We constantly listen, learn, evaluate, and adjust to
evolving conditions, park user trends and needs, and
available resources to sustainably provide services
for years to come.

We are most successful serving our park users
through collaboration with our City and community
partners and are dedicated to involving the public in
all aspects of our services.

We collaborate with our community as both clients
and partners to share responsibility for managing
our open space ecosystem and creatively identifying
opportunities for improvement.

4.4 GOALS
The following goals will
guide development and
operations of the Long
Beach PRM Department
for the next decade.

These goals are grounded in feedback
we’ve heard from community members
through surveys, stakeholder meetings,
1-on-1 conversations and at parks.

PROVIDE SAFE, ACCESSIBLE PUBLIC SPACES.

BUILD INNOVATIVE AND LASTING PARTNERSHIPS.

ENSURE A DIVERSE AND DYNAMIC WORKFORCE.

ESTABLISH AN ENVIRONMENTALLY
SUSTAINABLE PARK ECOSYSTEM.

PRIORITIZE HEALTH EQUITY ACROSS THE CITY.

CREATE A FINANCIALLY SECURE AND RESILIENT OPERATION.
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WHERE WE
GO FROM HERE4

4.5 VISION
Let us imagine a typical day in the life of a Long
Beach resident or visitor twenty years into the
future. Long Beach residents and visitors alike will
be able to travel to a local park or beach safely and
conveniently within a short walking distance.

It is morning time, and the weather is nice out—birds
are chirping, and other animals are scurrying about.

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GO FROM HERE
KAMAIYAH’S STORY
SUSAN’S STORY
They decide to drive out to the beach to sit and chat with their friend over a cup of coffee, and the pair finds a bench with a great view of the ocean! Kamaiyah’s friend shares a flyer with them for a community meeting happening in 30 minutes nearby and asks if they want to join. The meeting is for a new cultural program for youth at the nearby park and it is being hosted by a local cultural arts group. It is a free event and lunch is provided so they do not hesitate at the chance to go.

After some good conversation, Kamaiyah talks to a park
staff member who happens to be a childhood friend from
elementary school. They catch up for some time and they tell Kamaiyah that they got their first job with the PRM Department and loved it so much that they are now the park supervisor. They chat until they are interrupted by a family who have questions about upcoming summer programs they
saw on social media. Kamaiyah parts ways and decides to head back home.

After her school day is done, she bikes to the community cen - ter for her afterschool painting class. Susan’s dad helped her sign up for the class through the user-friendly online portal.

Now covered in acrylic paint, she goes home to shower and see her dog Mr. Bear, who her family adopted through the Animal Care Services Bureau. Susan takes Mr. Bear to the local mini park that was recently built. The pedestrian streetlights turn on and she and Mr. Bear arrive safely.

Susan sees a local band performing in the bandshell, and she remembers that this mini park was once a dangerous street that was transformed into a green space by advocates from her neighborhood. As the band starts to play a familiar song She and Mr. Bear cannot help but dance and sing along.

Susan (she/her) is a Long
Beach youth who walks
and bikes everywhere.

Kamaiyah (they/them) is a
long-time resident and
dancer of North Long Beach
and loves it here!
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WHERE WE
GO FROM HERE4
MARY’S STORY
Having spent the day decorating her new apartment, Mary decides to get some fresh air by joining a community walking club. Today’s walk brings the group through some wetlands, and they spend some time birdwatching. Mary makes some
new friends, including one person who tells her about a neighborhood cleanup happening the following weekend.

She marks her calendar and looks forward to getting to
know the community and meeting more people.

While biking home on the L.A. River Trail, Mary stops to read some educational signage about the importance of water
conservation and environmental protection. As she continues on her way, Mary is delighted to see people of all ages and abilities using the bike path for walking, jogging, and cycling.

Mary (she/her) recently
moved to Long Beach
after visiting her friends
and falling in love with
the city.

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GO FROM HERE
ERIC’S STORY
PEDRO’S STORY
Eric and his partner love it here and frequently take their boat out on weekends, sometimes even going to Catalina Island to go fishing.

On one summer day, his grandkids visit him and want to take a ride on his boat, “Seas the Day.” As the kids get excited and want to learn more, Long Beach Marine staff are there to answer all their questions. Eric loves this customer service and thanks the staff for their help even though they were doing other work. Eric decides to enroll his grandkids in a sailing class at Leeway Sailing Center and a water safety class at Belmont Pool to since they had such a great time today! Pedro gets a video call from his friend who tells him to meet at a café within the park. Using the inter-city bus system, Pedro arrives and reads the wayfinding signs telling him which direction the park is in multiple languages.

Along the way, he sees a local community organization hosting outdoor music classes that he is interested in. He hops on his phone and is easily able to find out when and where classes meet and signs up for the next open spot—a good reason to come back to Long Beach. In the far distance, he waves to a local neighborhood group helping to clean the park up, and they wave back! Following the signs, he arrives at the newly renovated park and Pedro sees his friend by the café.

Eric (he/him) is a senior
citizen who has a boat
that is docked at the Long
Beach Shoreline Marina.

Pedro (he/him) lives in
a neighboring city and
frequently visits friends
in Long Beach.
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5. How Do We
Go There?

HOW DO WE
GO THERE?5

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PRIORITIZE HEALTH EQUITY ACROSS THE CITY.#3

OFFER MEANINGFUL RECREATIONAL
PROGRAMMING AND EVENTS.#2
PROVIDE SAFE, ACCESSIBLE PUBLIC SPACES.#1
ENSURE A DIVERSE AND DYNAMIC WORKFORCE.#4
BUILD INNOVATIVE AND LASTING PARTNERSHIPS.#5

ESTABLISH AN ENVIRONMENTALLY
SUSTAINABLE PARK ECOSYSTEM.#6

CONNECT CLEARLY AND TRANSPARENTLY
INTERNALLY, AND WITH THE COMMUNITY.#7

CREATE A FINANCIALLY SECURE
AND RESILIENT OPERATION.#8
The PRM Department has a number of
challenges to address in the next ten
years. Directly informed by our robust
community engagement process,
eight community-driven goals outline
the main areas of focus.

In alignment with the City of Long Beach’s initial report on Racial Equity and Reconciliation Initiative, the PRM Department aims to end systemic racism in the City through two main pathways:
investing in community safety and violence prevention, and improving health and wellness by eliminating social and economic disparities in communities most impacted by racism. Goals 1, 4 and 7 of this Strategic Plan propose alternative methods to safety through investing in job opportunities for community members, creating plans of action for preventing violence and responding to safety issues without violence, and partnering with local organizations to provide a variety of services to community members for free or low cost. Goals 2, 3, 5, and 6 seek to remove barriers to participation for residents in North, West, and Central Long Beach, increase accessibility to programs and facilities, redefine future community engagement practices, and ensure an environmentally just future for Long Beach residents. 5HOW DO WE
GO THERE?
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HOW DO WE
GO THERE?5

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102
(1-1-A) E stablish park equity acquisition guidelines for securing land for developing new parks and open spaces in park-poor communities.
(1-1-B) E nhance pedestrian pathways that support safe, accessible connections between neighborhoods and their parks.
(1-1-C) E nhance connections between bike ways, public transit, and the park network. (1-1-D) P romote bicycle use by adding bikeways within parks, creating connections to existing bike paths/lanes, and installing visible bike parking. (1-1-E) A ggressively apply for County, State, Federal grant funds and align transportation funding for holistic improvements to parks and park access. (1-1-F) P artner with County and utility agencies to create parkland on river-adjacent parcels and utility corridor parcels.
(1-1-G) I ncrease public access and recreational opportunities along the Los Angeles and San Gabriel Rivers.
(1-1-H) Com plete Vision Plans for all regional, community, and neighborhood parks. (1-1-I) U pdate the Open Space and Recreation Element, last adopted in 2002, and re-establish a goal for equitable open space.
(1-1-J) I mplement the Safe Streets Long Beach Action Plan with the Departments of Public Works and Health and Human Services to identity and improve High Priority Areas that connect to parks and open spaces, especially in park-poor neighborhoods. (1-1-K) E xpand existing multimodal safety education campaigns to encourage safe interactions among road users and employ multiple communication methods with culturally sensitive messaging.

5.1 GOAL 1:

PROVIDE SAFE,

ACCESSIBLE
PUBLIC SPACES.

Parks are a critical part of a healthy Long Beach.

The PRM Department will continue to cultivate safe spaces where community members and staff feel welcome and at home. We aim to address the disparities between the different parts of Long Beach, most notably the limited access to public parks and nature in North, West, and Central Long Beach. W e also want to ensure that all our parks are well-maintained and adequately resourced.

Every Long Beach resident has walkable and bikeable access to a neighborhood park. Outcome 1 Actions
5HOW DO WE
GO THERE?
(1-2-A) E xpand Community Ambassadors program to employ local residents who reflect the communities they serve to support creating a safe park environment as an alternative to policing.
(1-2-B) W ork with unhoused populations to connect them to desirable resources. (1-2-C) E nsure that parks and beaches are reflective of the cultures and ability levels of the community through programming, staffing, and signage.
(1-2-D) E ncourage safe spaces through lighting enhancements by converting all park, beach, and marina lighting to energy-efficiency LED lights.
(1-2-E) E ncourage eyes on park by maximizing programming through classes and outdoor activities that encourage park and beach usage.
(1-2-F) C reate an inclusive signage standard and replace signage across the park system. 103

LONG BEACH PRM STRATEGIC PLAN
Outcome 2
(1-3-A) A nalyze potential disparities in the number, condition, and types of facilities (tennis courts, picnic tables, swimming pools, etc.) between different parts of Long Beach and use this data to prioritize investment in existing parks. (1-3-B) I dentify additional investments in parks serving North, West, and Central Long Beach. (1-3-C) O rganize maintenance procedures to be less reliant on complaints, which typically favor high-resource communities.
(1-3-D) E nsure all new parks come with appropriate maintenance and operational budgets so that new parks are equitably resourced.
(1-3-E) E stablish regular low- or no-cost mobility services and connections from North, Central and West Long Beach to the beach.
(1-3-F) E xpand scholarships to subsidize free programs for income-qualified participants. (1-3-G) E xpand arts and culture programming in parks across the city. (1-3-H) E xpand outreach for contract class providers from the community and offer classes specific to communities of color and in parks that are not currently activitated.

There are well-resourced parks in all parts of the City, particularly in park-poor neighborhoods of North, West, and Central Long Beach.

Outcome 3
Actions
Actions
Our parks, beaches, and marinas are safe, inclusive, and welcoming environments for everyone.

HOW DO WE
GO THERE?5

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104
(2-1-A) R educe and remove barriers to youth enrollment, specifically in low-income Black, Latinx, Southeast Asian, and other historically marginalized communities. (2-1-B) I ncrease programming at community parks in North, West, and Central Long Beach. (2-1-C) P rovide equipment lending programs that expose children to different types of sports and recreational programming.
(2-1-D) I ncrease scholarships to low-income households, removing barriers to participation. (2-1-E) Cr eate mobile recreation programs that bring recreation to neighborhoods that do not have access to parks.
(2-1-F) P rioritize no-cost recreation programs that address lasting impacts of structural racism that historically denied access to recreation programs and facilities. (2-1-G) I ncrease programs that allow youth to access the beach, the ocean and water- related activities.
(2-1-H) I ntroduce youth to new opportunities that combine movement with technology like e-sports and augmented reality.
(2-1-I) I ncrease the number of youth who know how to swim through free or low-cost swim lessons.

5.2 GOAL 2:

OFFER

MEANINGFUL

RECREATIONAL

PROGRAMMING
AND EVENTS.

Outcome 1
Actions
Our public spaces are opportunities
for connection, learning and movement.

From sports leagues to painting classes, programming is a critical part of how we serve the Long Beach community. Building on existing efforts, our programs and events should reflect the diversity of cultures and backgrounds of residents. The PRM Department is committed to ensuring that all people have cultural, recreational or athletic opportuni - ties available and suited to them.

There is increased youth participation from all ages, genders, and abilities in physical activities like sports and recreation.
5HOW DO WE
GO THERE?
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LONG BEACH PRM STRATEGIC PLAN
(2-2-A) Cr eate spaces and opportunities for community-led, culturally specific programming, with particular focus on Black, Latinx, Southeast Asian, and other historically marginalized groups.
(2-2-B) I ncorporate City language access policies in park/beach/marina/community center signage, written material, and programs.
(2-2-C) D evelop cultural exchange programs where partners collaborate to raise awareness by sharing arts and activities in other parts of the City. (2-2-D) E xpand cultural events to new areas of the City, increasing exposure to various cultures.

Outcome 2
Outcome 3
Actions
Actions
Park spaces and programming meet the diverse cultural needs and interests of all Long Beach residents.
(2-3-A) D evelop virtual park programming and activity that can be made available online in real time and recorded.
(2-3-B) C onsider repurposing existing spaces and build new spaces for activities as park users express interest (pickleball, futsal, natural spaces, roller-skating, etc.). (2-3-C) E nsure a wide array of programs and space are available to older adults and seniors at accessible locations.
(2-3-D) E stablish teen centers as safe, modern, engaging spaces for youth to enjoy. (2-3-E) I ncrease the use of outdoor classrooms for programming. (2-3-F) I nvest in ongoing ADA and universal access upgrades to parks, community centers, restrooms and playgrounds to ensure all park visitors have equal access to park spaces and programming.
(2-3-G) I ntroduce new environmental stewardship and experiential learning programs aimed at learning about the environment and protecting open space. (2-3-H) I mplement the Youth and Young Adults Strategic Plan by increasing community-based and industry-aligned career development opportunities and work-based learning classes to youth.
(2-3-I) C ontinue to build bridges with the Long Beach skateboarding community to identify how to enhance existing skateboarding facilities and expand safety education opportunities.
(2-3-J) St udy the needs of the Long Beach dog park community and identify how to enhance existing dog facilities and expand safety education opportunities.

Park spaces and programming serve Long Beach residents of all ages at accessible times and locations.

HOW DO WE
GO THERE?5

5.3 GOAL 3:

PRIORITIZE

HEALTH EQUITY

ACROSS THE
CITY.

Outcome 1
Actions
We recognize the history of investment in Long
Beach and are actively working to address the
disparities that have resulted from policies that
perpetuate structural barriers to historically
marginalized communities.

Redlining and racially restrictive covenants have resulted in predominantly Black, Latinx, Indigenous, Asian and other historically excluded communities to suffer from environ - mental injustices at a much higher rate in comparison to predominantly White commu - nities. The PRM Department envisions an equitable park system where everyone can enjoy open space regardless of their race, ethnicity, gender, ability, or other identities.

Our shared history and characteristics of our parks and communities are widely known through inclusive storytelling and appropriate policy solutions.

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(3-1-A) A mplify Indigenous people, cultural practices, and connections to the land through employment opportunities, programming, and partnerships. (3-1-B) A cknowledge the racist history of park creation and development as part of rectifying current inequity in park access.
(3-1-C) E levate the histories and cultures of our communities beyond those traditionally dominating the names, public art, and programming that currently adorn our parks. (3-1-D) R ename parks to represent the diversity of community leaders of Long Beach’s history. (3-1-E) C reate new and update old Park Master Plans to be inclusive of Black, Latinx, Southeast Asian, and other historically marginalized communities, emerging park users, and existing resident needs and wishes.
(3-1-F) C omplete the implementation of adopted Park Vision Plans, including Willow Springs Master Plan (2013), PE Right-of-Way Master Plan (2014), Bixby Park Master Plan (2014), Houghton Park Master Plan (2015), Livable West Long Beach Plan (2015), Davenport Park Concept Plan (2016), Green TI Master Plan (2017), Uptown Open Space Vision Plan (2017), 51st Street Greenbelt Concept Plan (2018), Drake Chavez Vision Plan (2019), MacArthur Park Vision Plan (2019), Hamilton Loop Vision Plan (2020), DeForest Park Vision Plan (2020).

5HOW DO WE
GO THERE?
Outcome 2
Outcome 3
Actions
Actions
Parks and open spaces will be used to address climate change, environmental justice, and food insecurity in our disadvantaged communities.

Gaps in accessibility are addressed through programming, partnerships, physical improvements, or employment.
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LONG BEACH PRM STRATEGIC PLAN
(3-2-A) P rovide facilities that are safe and welcoming for visitors of all gender identities and expressions, ages, religious identities, and abilities. (3-2-B) P artner with the school district to provide access to and expand aquatic programs and facilities for underserved communities.
(3-2-C) C reate and advertise programs developed to be inclusive of children and adults with different abilities.
(3-2-D) P artner with the Black, Latinx, and Southeast Asian, and other historically marginalized communities to create culturally specific recreational classes and program offerings.
(3-2-E} Con tinually evaluate senior populations across the city to identify where senior sites and programming are most needed and where resources should be prioritized. (3-2-F) C ontinually evaluate youth populations across the city to identify where youth sites and programming are most needed and where resources should be prioritized. (3-2-G) P rioritize hiring parks staff who have cultural competency and language skills reflective of the communities they work in.
(3-3-A) L ocate and design new parks and open spaces as land-use buffers that insulate vulnerable communities from environmental impacts and climate change, specifically in West, Central, and North Long Beach.
(3-3-B) D evelop a robust urban agriculture program on park properties to help address food insecurity among vulnerable communities.
(3-3-C) D esign existing and future parks to support the City’s ability to adapt to climate change including but not limited to flooding, extreme temperatures, and drought. (3-3-D) U se environmental education and outdoor classrooms as a method to introduce new users to parks and open space.
(3-3-E) C reate a park forestry plan to achieve equitable forest cover across the City, especially in park-poor areas of North, Central and West Long Beach.

HOW DO WE
GO THERE?5

5.4 GOAL 4:

BUILD

INNOVATIVE
& LASTING
PARTNERSHIPS.

Outcome 1
Actions
Building and maintaining strong partnerships
with government and community organizations
is essential for the PRM Department to
successfully operate.

We will collaborate with trusted partners to expand the PRM Department’s ability to serve Long Beach residents in more flexible and equitable ways, and support more programming and capacity overall. We will continue to build public-private partnership models to promote park development and stewardship, collaborate with charitable groups, and identify more opportunities for shared ownership to supplement budgeted park services.
(4-1-A) D evelop Park Rx programs, where local doctors and medical providers write a prescription for park/recreation as preventative care.
(4-1-B) D evelop policies and programs to support consistent integration of visitor-serving amenities (food, beverage, music, programming) into parks and park programming. (4-1-C) Con nect with schools, libraries, nonprofits, businesses and arts organizations to expand programming offered by the PRM Department.
(4-1-D) P artner with youth development organizations to provide job training, interview preparation, or other professional development opportunities to teenagers and young adults to expand our local employment pool.
(4-1-E) A ddress the needs of elders by expanding the number of senior sites with programming, improving accessibility at all senior sites, expanding program offerings, and working with the Department of Development Services to encourage the development of Senior Housing adjacent to parks.
(4-1-F) P artner with homeless shelters, food pantries , social service organizations , and the Department of Health and Human Services to seamlessly connect our unhoused park users with resources.
(4-1-G) P romote the PRM Department’s contract class program that supports local businesses in providing classes in parks and beaches.
(4-1-H) P artner with LBUSD and CSULB on joint-use opportunities to increase playable open spaces across the community.

We have established partnerships that integrate our parks into the education, healthcare, and economic spaces of our City.

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108
5HOW DO WE
GO THERE?
Outcome 3
Actions
Partnerships are in place that expand the Department’s financial and operational capacity.

There are standardized, well-defined processes for establishing different types of partnerships, while adapting to new opportunities.
(4-2-A) E stablish lasting partnerships with nonprofit organizations to leverage supplemental funding and programs for park maintenance, programming, and development. (4-2-B) Cr eate endowments for maintenance of park facilities. (4-2-C) E xpand the base of revenue by increasing investments from non-profit, philanthropic, business organizations, and direct a larger portion of the Department budget into revenue-generating areas such as grant-writing and partnerships. (4-2-D) E valuate, monitor, and competitively bid current and expired concession contracts, with a focus on increasing revenue-sharing opportunities that improve services and offerings to visitors.
(4-2-E) I n coordination with Partners of Parks (POP), expand and develop new fundraising, sponsorship and donation programs that support Department programs and park facilities and reduce the barrier to entry for communities that cannot otherwise access fee-based Department programs.
(4-2-F) M aintain marina infrastructure and services that make the Long Beach marinas desirable locations to consistently maintain boat slips. (4-2-G) E xplore opportunities for permitting concessionaries at parks and open spaces, with revenue being reinvested back into the park space and its maintenence. (4-3-A) E stablish clear goals and deliverables for sponsorships, dedications, programming, maintenance, and development partnerships.
(4-3-B) Cr eate processes for consistent collaboration with community members, organizations, and corporate sponsors.
(4-3-C) D evelop an annual master calendar of park community workdays (MLK Jr. Day of Service, Arbor Day, Parks Month, etc.) for appropriate community-based park projects. (4-3-D) E xpand “Friends of XX Park” programs for neighbors that live near parks, providing resources, insurance, and logistic support.
(4-3-E) D evelop consistent processes for investigating and considering new and unique park partnerships and sponsorships.

Outcome 2
Actions
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LONG BEACH PRM STRATEGIC PLAN

HOW DO WE
GO THERE?5

5.5 GOAL 5: CONNECT

CLEARLY AND

TRANSPARENTLY

INTERNALLY

AND WITH THE
COMMUNITY.

Outcome 1
Actions
A successful park system must meet the needs
and wishes of the community it serves.

We want to center resident voices and create pathways for open, clear communica - tion between the Department and community members. Along with traditional means of communication, the Department must also continue to build on digital marketing and storytelling through social media platforms and other online ways of communicating.

We will also enhance our lines of communication internally, strengthening collaboration and maintaining clear expectations for responsibilities and resources.

The PRM Department is considered a trusted source of information and is a community bridge builder.
(5-1-A) R edesign and maintain the PRM Department website to be easily navigable for visitors seeking any information or engagement on anything related to our operations, facilities, and programming.
(5-1-B) P ublish an accessible annual report telling the LBParks Story, and its impact on Long Beach’s economy, education, environment, and public health. (5-1-C) D evelop a social media plan that is consistently telling the LBParks Story, promoting our people, programs, and facilities.
(5-1-D) H ost promotional events during July for Parks Make Life Better Month, and during other relevant calendar holidays [Arbor Day, Mental Health Awareness, etc.]. (5-1-E) E ncourage local entrepreneurship by sharing information related to the process and requirements for selling food, products, services, etc., in parks and open spaces. (5-1-F) Con nect park visitors or program participants to public transportation and micro- mobility options suited to their ability level.
(5-1-G) C onnect youth to youth-focused services and employment resources, and elders to senior-focused services and resources.

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110
5HOW DO WE
GO THERE?
Outcome 2
Outcome 3
Actions
Actions
Clear and consistent lines of communication are maintained within and across the PRM bureaus, between frontline staff and leadership.

The PRM Department engages community members and partners in conversations about park facilities and programming in an equitable, accessible, and authentic manner.
(5-2-A) H ost regular team-building activities including annual park picnic or beach day, monthly park gatherings/tours across the City.
(5-2-B) F acilitate regular town hall meetings online and in person for team members to discuss progress of the strategic plan and expectations for leadership and staff. (5-2-C) E ncourage leadership and supervisors to cross-train with frontline staff to learn or remember what team members do daily.
(5-2-D) P RM leadership regularly communicates with City leadership about the resources necessary for the PRM Department to deliver the quality experience expected by our park users.
(5-2-E) E stablish Strategic Plan actions as benchmarks for management as they implement bureau work plans with employees.
(5-3-A) C o-create with the community an engagement policy and toolkit that provides a standard baseline of equitable community engagement for all park planning and capital project processes.
(5-3-B) P rovide central community engagement platform to transparently share PRM Department information, facility overviews, project updates, and online engagement. (5-3-C) Con tinue in-person and traditional engagement methods while expanding the use of on-line and social media platforms.
(5-3-D) H ost an annual convening of park staff and community partners to provide PRM Department updates, celebrate shared successes, and discuss means for improving and expanding collaboration.
(5-3-E) E nhance the PRM Department’s social media communication by creating a social media calendar and actively engage on social media platforms. (5-3-F) P artner with trusted community partners for robust and authentic community engagement.
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LONG BEACH PRM STRATEGIC PLAN

HOW DO WE
GO THERE?5

5.6 GOAL 6:

ESTABLISH AN

ENVIRONMENTALLY

SUSTAINABLE
PARK ECOSYSTEM.

Outcome 1
Actions
The PRM Department is at the forefront of
Long Beach’s commitment to an environmentally
sustainable and just future.

The threat of climate change is already affecting our everyday lives through worsened air quality, polluted waterways, and extreme changes in temperature. As stewards of our City’s open spaces, we understand the important role of parks in proactively plan - ning for a future that is resilient to climate change and will ensure the right to a healthy environment for everyone.

Water is a resource that is responsibly used, protected, and managed in the design and maintenance of Park Land.
(6-1-A) E xpand the purple pipe reclaimed water system throughout the park network as the Water Department expands availability to additional areas of the City. (6-1-B) D esign park improvements and new parks to reduce water consumption through deliberate use of turf and plant design.
(6-1-C) S ustainable stormwater management facilities will be factored into park design. (6-1-D) P rioritize native, drought-tolerant plants and trees and water-capturing techniques in landscaping decisions.
(6-1-E) U pgrade park irrigation systems using modern water-efficient methods and technology to reduce water usage.

Outcome 2
Actions
Energy consumption and greenhouse gas emission will be neutral in the development and operations of our park system.
(6-2-A) D evelop effective preventative maintenance programs that reduce the need for replacing facilities and amenities.
(6-2-B) I dentify new funding sources for the maintenance and stewardship of each new project to maximize its lifespan.
(6-2-C) I ncrease the use of electric vehicles by converting the PRM Department fleet to electric and increasing publicly available EV charging stations. (6-2-D) I ntegrate early sustainable design, programming, and locating strategies in the development of new facilities for the most effective environmental stewardship. (6-2-E) I ncrease the use of renewable energy through on-site generation and sourcing. (6-2-F) E ncourage parks to be used as mobility hubs to reduce vehicle miles traveled and their associated greenhouse gas emissions through methods such as making BikeShare and other micro-mobility devices available, expanding secure bike parking, and adding accessible bike ramps.

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112
5HOW DO WE
GO THERE?
Outcome 3
Actions
The park and natural open spaces of Long Beach are respected, cared for, and expanded.
(6-3-A) I ncrease reforestation efforts to mitigate the urban heat island, improve stormwater management, and improve air quality, especially in West, Central, and North Long Beach. (6-3-B) D evelop strategies to reduce trash and support upstream strategies to reduce plastic pollution at our parks and in water bodies.
(6-3-C) F oster meaningful connections between people and natural areas through education, programming, and volunteering.
(6-3-D) E nhance green space and habitat connectivity through utilization of the public right-of- way, including medians, parkways, and other surplus spaces. (6-3-E) I ncrease park clean-up volunteer opportunities. (6-3-F) Com plete or enhance the development of the City’s three environmental centers at DeForest Wetlands, Willow Springs Wetlands and the El Dorado Nature Center and expand stewardship opportunities at DeForest Wetlands and Willow Springs Wetlands in central and north Long Beach.
(6-3-G) U se innovative strategies to capture and remove trash from the LA and San Gabriel Rivers before trash makes it into the ocean.
(6-3-H) P roactively manage and restore the beach, protecting it from erosion and storms to ensure the City’s beach is clean and accessible for all. (6-3-I) K eep the beach and marinas clean of debris to maximize use, activation, and tourism. 113

LONG BEACH PRM STRATEGIC PLAN

HOW DO WE
GO THERE?5
Outcome 2
Actions
Develop and retain a dynamic and diverse workforce that meets the park, beach and marina system’s planning, service, and programming needs to restore recreation and maintenance service levels.
(7-2-A) E xpand career pathways, increasing the number of full-time staff (instead of doubling the number of part-time staff) for continuity and internal succession planning. (7-2-B) P rovide parity in pay for staff and management positions who oversee similar operations across the City, consistent with the City’s EEO Plan. (7-2-C) C reate a robust formal paid internship program, offered regularly each semester with connections to Long Beach City College, CSULB, and other college institutions made possible through fundraising, partnerships and local nonprofits. (7-2-D) P artner with local trade programs (CCLB, Job Corps, etc.) to provide paid apprenticeship programs.
(7-2-E) D evelop a mentorship program for junior staff to regularly engage department leadership or supervisors that are not direct reports.

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114

5.7 GOAL 7: ENSURE

A DIVERSE

AND DYNAMIC
WORKFORCE.

Outcome 1
Actions
The people who staff our parks, beaches, and
marinas are the foundation of our Department and
connectors to visitors, participants, and the public.

Parks and recreation staff are often undervalued, like many jobs within caregiving and service sectors. Oftentimes, that leads to low wages, part-time work, and lack of upward mobility or career tracks. As a field that attracts many women, people of color, and people from marginalized backgrounds looking to serve others, we aim to support our dedicated staff through benefits, training, and processes that are equitable and thoughtful.

An equitable hiring program is in place that attracts talent from across the City. (7-1-A) A ctively recruit from the local community, colleges, and universities.

(7-1-B) I nvestigate means for integrating hiring processes into local development programs including but not limited to Long Beach Promise, Conservation Corps, and Pacific Gateway.
(7-1-C) U pdate hiring notices to include job duties related to cultural competency, equity, and emotional intelligence and are available in inclusive languages, and the hiring process reinforces these job duties through the interview and onboarding process. (7-1-D) D evelop hiring panels that are diverse and reflect the community. 5HOW DO WE
GO THERE?
Outcome 3
Actions
Our team is recognized in the community, and across the City and nation as having well-trained, passionate, and customer-oriented staff.
(7-3-A) I ncrease training on implicit bias, racial equity, cultural competency, and customer service. (7-3-B) E stablish a department-wide new employee orientation that is informative, engaging, inspiring, and covers the 2021-2031 PRM Strategic Plan. (7-3-C) D evelop training modules that provide opportunities for learning new skills and leadership preparation, taught by staff, community partners, and/or other industry professionals.
(7-3-D) E nable staff to participate in citywide or industry training (Livability Summit, CPRS, NRPA, ELGL, etc.).
(7-3-E) E xpand employee health/wellness opportunities by encouraging participation in park programs, facilitating employee activities, and peer support groups. (7-3-F) P rovide support to Employee Recognition Committee for employee of the month and other programs.
(7-3-G) P rovide regular training on trauma-informed, de-escalation of conflict, and community engagement to allow front-line staff to interact with visitors experiencing mental health issues, homelessness, or other impacts of trauma with empathy and resourcefulness.
115

LONG BEACH PRM STRATEGIC PLAN

HOW DO WE
GO THERE?5

LONG BEACH PRM STRATEGIC PLAN
116

5.8 GOAL 8: CREATE

A FINANCIALLY

SECURE AND

RESILIENT
OPERATION.

Outcome 1
Actions
Steady and reliable sources of financial support
are critical for achieving the PRM Department’s
strategic goals.

Our Department aims to increase funding sources and revenue streams to ensure that adequate monetary resources are available to enable the changes we desire to see in the next ten years. While the City of Long Beach allocates significant resources for park maintenance and development, these funds are limited. There is high need for more park improvements, maintenance, and expansion projects which will require a much larger revenue than we have access to currently in the City’s General Fund. To sustain the City’s park system at a high level of quality and retain Long Beach’s posi - tion as a leader in parks and open space, structural long-term funding sources must be identified. The PRM Department will also evaluate opportunities to increase efficiency in current spending practices.

The Department is considered a core service and has an operating budget that meets the needs and expectations of all residents.
(8-1-A) I ncrease revenue through public, private, and nonprofit investments.

(8-1-B) I nvest in capital projects that reduce operating expenses or produce revenue. (8-1-C) P ursue local and regional funding for preventative maintenance (i.e. Measure A, Measure W) and find new sources of funds to address deferred maintenance. (8-1-D) A lign operations with City funding priorities such as safety and violence prevention, healthy communities, climate change and adaptation, etc. (8-1-E) E nsure funding generated by the PRM Deparment is retained to first cover Department operating costs.
5HOW DO WE
GO THERE?
Outcome 2
Outcome 3
Actions
Actions
Increase public investment into the PRM Department to align with infrastucture and service needs.

The PRM Department’s funding stream is diversified to leverage a variety of sources. (8-2-A) D evelop avenues for community ownership and investment into local parks and open space.
(8-2-B) B roaden social, digital, and in-person engagement with park users and partners to inspire more investment.
(8-2-C) I ncrease regular reporting and public transparency on the PRM Department’s gaps in funding and budget.
(8-2-D) E nsure fiscally responsible spending, investing, and resourcing. (8-2-E) I dentify new opportunities for park concessionaires that provide a meaningful revenue split to enhance amenities while providing long-term funding for park operations and maintenance.
(8-2-F) E stablish an equipment replacement program that ensures PRM Department equipment necessary for work or services to parks, marinas and the beach are in good working order.
(8-2-G) L ead annual capital planning for park assets to ensure capital projects are priorized with the community and the Strategic Plan in mind.
(8-3-A) U tilize concessions, private rentals, and special event fees as revenue streams. (8-3-B) P rioritize investment in the Department’s revenue-generating operations (grant- writing, partnerships, special events and reservations, etc.). (8-3-C) E nsure that new developments in Long Beach pay a rate proportional to the current market rate in Park Impact Fees.
(8-3-D) D evelop a list of operational and capital needs for philanthrophic funders to support. (8-3-E) S upport and develop partnerships with nonprofit, philanthrophic, and business organizations that support the PRM Department’s maintenance, programming, and revenue generation.
(8-3-F) N egotiate improved public benefit component of agreements with external entities. (8-3-G) L everage funding from economic partnerships and enterprise zones to invest in park improvements.
(8-3-H) C reate a robust sponsorship program that fully values park assets, events and programs available for naming rights or other large donations. 117

LONG BEACH PRM STRATEGIC PLAN

6. Appendix

APPENDIX6

6.1 Stakeholder Group Contacts
Youth Development/Advocacy
• YMCA/Youth Institute
• BHC Youth Committee
• Best Start Central Long Beach
• Youth Leadership Institute Long Beach
• Boys & Girls Clubs of Long Beach
• PRM After School Programs
• PRM Teen Programs
• Boy Scouts of America | Long Beach
Area Council
• Conservation Corps of Long Beach
• Girl Scouts of America, Greater Los
Angeles
• Jewish Family & Children’s Service of
Long Beach/West Orange County
• Khmer Alumni Association
• Khmer Student Orgs at CSULB
and LBCC
• Long Beach Community Action
Partnership
• Long Beach Day Nursery
• YMCA of Greater Long Beach
• Educated Men With Meaningful
Messages EM3
• Campfire Long Beach Area
Council Key Club
Family Support Groups
• Khmer Parent Association
• Families Uniting Families
• Project Fatherhood
Senior Programming/Care/Advocacy
• Grey Panthers
• Long Beach Senior Citizen Program
• Senior Tenant Alliance
• Heart of Ida: Preserving Independence
for Older Adults
• PRM Senior Citizen Advisory
Commission
• PRM Senior Center Programs
Service Groups
• Long Beach Lions
• Kiwanis of Long Beach
• We Love Long Beach
• Long Beach Rotary
• Los Coyotes-Women’s Social Club
• Assistance League of Long Beach
• Ronald McDonald House | Long Beach
• Rebuilding Together Long Beach
• Junior League of Long Beach
• The Nonprofit Partnership
• Honoring Our Fallen
• Long Beach Veterans Day Committee
• Long Beach Time Exchange
• Westside Project Area Council
• Assistance League Of Long Beach
• Urban Community Outreach
• Community Action Team

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6APPENDIX
Beach-Related Groups
• Long Beach Yacht Club
• Navy Yacht Club
• Alamitos Bay Yacht Club
• Beach Ventures
• Boat Rentals of America
• Bancap Marina Center
• Children’s Maritime Foundation
• Captain Kirks
• Gondola Getaway
• Little Ships Fleet Yacht Club
• LA Maritime Institute
• Off the Hook Kiteboarding
• Pacific Coast Sailing Foundation
• SoCal Kitesurfing
Arts & Culture Groups
• Go Fame Youth Theater Company
• Musical Theater West
• POW WOW
• Arts Council
• The Rock Club | Music Is The Remedy
• Khmer Arts Academy
• Color Corps
• Long Beach Community Ceramics
• Long Beach Museum of Art
• Museum of Latin American Art (MOLAA)
• Pacific Island Ethnic Art Museum
(PIEAM)
• United Cambodian Community
• Long Beach Filipino Festival
• Cambodia Association of America
• Long Beach Section National Council Of
Negro Women
• African American Cultural Center
• Latino Cultural Center of Long Beach
Health-Related Partners
• New Hope Grief Support Community
• Su Casa: Ending Domestic Violence
• Community Hospital Long Beach
Foundation
• Walk Long Beach
• American Red Cross Greater Long
Beach Chapter
• Disabled Resources Center of Long
Beach
• Advocates For Disability Rights
• SCAN
• St. Luke’s Teaching Garden
• Stopping Pressure On Teens
• Healthy Active Streets
• P.L.A.Y. Long Beach
• Exceptional Day of Play
• Davillaj § Disabled Resources Center
Advocacy Group
• AbilityFirst
• Healthy LB Youth Leaders
• Health North Long Beach
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LONG BEACH PRM STRATEGIC PLAN
APPENDIX6
• Go Human SoCal
• Pedal Movement
• The MAYE Center
• ARC
• Building Health Communities
• LB Alliance
• Miller Family Children’s Asthma Group
Environmental Groups
• Friends of Colorado Lagoon
• Sierra Club
• Audobon
• Friends of the Nature Center
• Alamitos Beach Cleanup
• Environmental Concerns Of Greater
Long Beach
• Long Beach Environmental Alliance
• Farmstand 59
• The Growing Experience
• Team Up To Green Up
• Wrigley Is Going Green!
• East Yards Communities for
Environmental Justice
• Just Environment LB
• Gant Green Team
• Algalita Marine Research & Education
• Adventures to Dreams
• Long Beach Farms
• Long Beach Organic
• Sowing Seeds of Change
• Bixby Park Farmers Market
• Harbor Area Farmers Market
• Marine Stadium Farmers Market
• Hudson Community Garden
• North LB Community Garden
• El Dorado Park Community Garden
• Grace Park Community Garden
• Long Beach Community Garden
Association
• Mary Molina Community Garden
• Long Beach Beekeepers
• Naples Island Garden Club
• CSULB Sustainability
Education Groups
• Long Beach Council Parent Teacher
Association
• LBUSD WRAP Expanded Learning /
After School Programs
• Newcomb Academy Foundation
• Long Beach Education Foundation
• Long Beach Public Library Foundation
• Long Beach Zine Fest
• The Guidance Center
• Long Beach BLAST
• Leadership Long Beach
• Rancho Los Alamitos
• Rancho Los Cerritos
• Long Beach Heritage
• Operation Jump Start
• Aquarium of the Pacific
• Citizens About Responsible Planning
Social Justice Groups
• Long Beach Residents Empowered
• Long Beach Forward
• Long Beach Branch NAACP
• Khmer Girls in Action

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6APPENDIX
• Latinos In Action
• The LGBTQ Center Of Long Beach
• Centro CHA
• CCEJ
• Black Lives Matter Long Beach
• Mamaj. Jackets
Program/Operations Partners
• Partners of Parks Parks, Recreation &
Marine--Programs & Classes
• PRM Commission on Youth and Families
Friends of Parks Groups
• Friends of Bixby Park
• Friends Cerritos Park
• Friends of MacArthur Park
• Friends of Daryle Black Park
• Hamilton Neighborhood Association
• Friends of Heartwell Park
Business Groups
• Downtown Long Beach Alliance
• Belmont Shore Business Association
• 4th Street [Retro Row] Business
Improvement Association
• Bixby Knolls Business Improvement
Association
• Magnolia Industrial Area
• Midtown BID
• Naples Business Association
• Uptown Business Improvement District
• Zaferia Business Association
• Wrap The Kids Business Associations
• Apartment Association, California
Southern Cities
• Executives Association Of Long Beach
• Fair Trade Long Beach
• LB Chamber
• Los Angels/Long Beach Area Chapter
Of Blacks In Government
Sports Groups
• Long Beach Youth Soccer Association
(LBYSO/FC Long Beach)
• AYSO 114
• AYSO 177
• Deportivo Miguel Hidalgo Soccer
League (Octavio Gallegos)
• Cesar Chavez Youth Soccer League
(Raul Arzate)
• Inline Youth Soccer Association
(Antonio Vicente)
• Belmont Shore Youth Rugby
• Long Beach Patriots
• North Long Beach Pop Warner Football
& Cheer (Panthers)
• Long Beach Pop Warner & Cheer
(49ers)
• Los Altos Youth Baseball & Softball
(LAYBS)
• Long Beach Little League (LBLL)
• Lakewood Village Little League (LVLL)
• East Long Beach Pony (ELB)
• Long Beach Pony
• Uptown Long Beach Youth Baseball &
Softball (ULBYBS)
• Heartwell Cal Ripken
• West Long Beach Little League (WLBLL)
• Long Beach Heartwell Fastpitch
(LBHFP)
• Catholic Baseball League
• Heartwell Pony/Colt
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• United States Youth Volleyball League
(USYVL)
• Volitude [Beach] Sports (Tommy Dube)
• Bayshore Roller Derby (Mimi Masher)
• Action Sports Kids Foundation
• California Aquatics
• El Dorado Archers
• First Serve Tennis
• American Golf
• Long Beach Bow Hunters
• Casting Club
• Long Beach Rowing
• Lawn Bowling Club
• Long Beach Anglers
Neighborhood Associations
• Addams Arts & Development Project
• Alamitos Beach Neighborhood
Association
• Alamitos Beach Tree And Flower Garden
Party Club
• Alamitos Heights Improvement
Association
• Anaheim, Orange, Cherry & 7th [AOC7]
• Andy Street Community Association
• Artcraft Manor West
• Belmont Heights Community
Association
• Bixby Highlands Neighborhood
Improvement Association
• Bixby Knolls Neighborhood Association
• Bixby Terrace Neighborhood
Association
• Bluff Heights Neighborhood
Association, Inc.
• Bluff Park Neighborhood Association
• California Heights Neighborhood
Association
• Cambodia Town Neighborhood
Association
• Carroll Park Association
• Chestnut Neighborhood Clean Up Group
• Cliff May Rancho Estates Neighborhood
Alliance
• College Square Neighborhood
Association
• Collins Neighborhood Association
• Coolidge Triangle Neighborhood
Association
• Country Club Manor Association
• Craftsman Village Historic District
• Deforest Park Neighborhood
Association
• Del Mar Community Watch
• East Village Association
• The Easts I De Voice
• El Dorado Park Estates Neighborhood
Association
• El Dorado Park South Neighborhood
Ass.
• Florida Street Community Watch
• Friends Of Belmont Shore
• Grant Neighborhood Association
• Greenbelt Heights Neighborhood
Association
• Hamilton Neighborhood Association,
Inc.
• Houghton Park Neighborhood
Association
• Jackson Bret Harte Neighborhood
Association
• Jane Addams Neighborhood
Association

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6APPENDIX
• Lakewood Village Neighborhood
Association
• Long Beach - Community Action
Network
• Long Beach Downtown Residential
Council
• Longwood Neighborhood Association
• Los Altos Center Adjacent
Neighborhoods
• Los Altos Village Neighbors
• Midtown Neighborhood Watch
• Naples Improvement Association
• Naples Islands Garden Club
• North Alamitos Beach Association
• North Pine Neighborhood Alliance
• Ocean Residents Community
Association
• Padres Unidos / Parents United
• Parents On A Mission/ Padres On A
Mission
• Promenade Area Residents Association
• Puente Latinos Association
• Ramona Park Neighborhood
Association
• Ridgewood Cove Neighborhood
Association
• Ridgewood Triangle
• Roosevelt Linden Historic District
• Rose Park Neighborhood Association
• Semillas De Esperanza
• Soco Neighbors
• South Of Conant Neighborhood
Association
• St. Francis Place Neighborhood
Community Association
• Starr King Neighborhood Association
• Sunny Central Neighborhood
Association
• Viva Las Mujeres En Movimiento
• Washington Middle School Assoc.
• West Eastside Community/Zaferia
Neighborhood Assoc.
• West Long Beach Association
• West Side Neighborhood Group
• WGGroup - 2017 West Gateway Group
• Willard Neighborhood Organization
• Willmore City Heritage Association
• Wrigley Area Neighborhood Alliance
• Wrigley Association
• Wrigley Clean Team
• Wrigley Community Watch/Group
Wrigley Neighborhood Group
• The Council Of Neighborhood
Organizations
• Long Beach Neighborhood Foundation
• Long Beach Neighborhoods First
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6.2 Staff SWOT Analyses
STAFF SWOT ANALYSIS | BUSINESS OPERATIONS BUREAU
Business Operations Bureau SWOT Exercise
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A B C D
Strengths Weaknesses Opportunities Threats
Passionate staff Retirements Nonprofit partnerships! Sea level rise Diverse Workforce Additional Training for Completing Standardized Forms Identify Revenue Stream Homeless (2) Experienced Staff (i.e. Accounting and Payroll Forms) Promote Positive Effects of Parks Other Service Providers Knowledgeable Employees (Rockstars) Communication Between Bureaus (2) Look for Accessibility and Equal Distribution of Programming Lack of Diversity of Cultural Programming Passionate Staff Streamline Citywide Processes Use Employees to Promote Programming Cost of Programs Staff Feel Intrinsically Rewarded Training! No Budget to Execute Dept Wide Initiatives Use Social Media (2) Competition (2) Able to Adapt (Flexible) Non-competitive Pay Post Photos of Facilities on Website (wedding, parties, rec rooms) Video Games LB Staff are Residents of LB Understaffed or No Staff Update/Improve Condition of Facilities Lack of Parking Cohesive Teams (Bureau and Dept) Consultant Use: Overused? Staff Not Specialized Additional Gathering for Entire Department for Team Building Lack of Communication Proud (pushes us to be committed to win awards) Dept Too Big for Effective Communication Streghthen Department Bonds Be Proactive, Not Reactive Institutional Knowledge (look for those within dept) Bureaucratic Red Tape (takes too long) Build Community/Relationships Decisions not made in a timely manner Identify Outside Resources (former staff at other depts) Underfunded for Resources and Extras Employee Workshops for Specific Skills Lack of Identifying Internal Processes Variety of Programming Technology Weak (training and stuff) Streghthen Partnerships with Various Organizations (2) Bad Public Perception and City Council Perception Programming at Various Locations throughout City Unrealistic Timelines/Deadlines Innovation in Programming (Meet Community Needs and Save $$) "Us Against Them" Mentality Centralized Services (Accounting, Payroll, Graphics) Outdated Community Centers Training (Receiving and Providing) Streamline of Information in relation to community services, alterations, updates (both internal & external) Enthusiastic Staff "No" Culture; "No" Due to Lack of Funding Open Data Movement Aging Employee Population Partnerships (LBUSD and Other Schools) (2) Not Knowing Who is in Charge at various Facilities Emerging Groups with Children Succession Planning Partnerships (Be Safe, WRAP) Identify Staff and Commensurate Responsibilities Hiring Competition - Losing Employees to Other Departments or Agencies Teenn OYC Camping Attend Other Bureau Meetings and Communicate Roles Under the Community and Council Microscope Nature Center Promotional Plans More Timely Accessing the Non-squeaky Wheels in the Community Loudest Community Members and Interest Groups Fitness Loops Clean Bathrooms Technology and Social Media Keeping Up with Technology Talented Staff (Versatile, Resourceful) Vandalism Diverse Community Aging Infrastructure Youth Sports Parking on Grass Comparing Us to Like Cities (why not look at others) Climate Change and Sustainability Skate Parks Equitable Distribution of Playgrounds Community Outreach Expansion Policy Changes and Ability to Interpret New Rules/Needs Responsiveness to Community Needs Promoting and Hiring is Slow (Paperwork Flow) Cooperation between Bureaus (Realizing Each Others Needs) Regulations - Government and State Mandates Partnerships (i.e. LBUSD Swim) Collection of Permits Work with Other Depts (i.e. Fleet Services, Strategic Planning Van) State and Other Mandated Costs New Experiences (All City Beach Day) (2) Workforce Planning Volunteers CalPers Cool Playgrounds for Kids Funding
Landmarks (locations of beaches and parks)
Summer Programs
Staff at all levels are Encouraged to provide feedback and suggestions Programming for All Ages
Free/Low Cost Activities Programs
Commissions/Council Meetings Open to the Public
Education vs. Recreation (where do we draw line on programming and do we even have to?)
4/9/19
Business Operations Bureau

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STAFF SWOT ANALYSIS | COMMUNITY RECREATION SERVICES BUREAU Strengths Weaknesses Opportunities Threats
Passionate staff Internal and external communications New classes Old facilities WRAP building community partnerships We pick the same few staff to decide what we offer
Reach out to community members at events
for feedback of needs People unaware of what we offer
Passion Do better at marketing For supervisors, rec assist to facilitate community engagement opportunities Liability
WRAP is doing big things Lack of funding for parks and programs Grant funding opportunities Climate change Youth sport coaches Do better at telling our story Promote through events Lack of respect for laws The City of Long Beach history brand Working together not individually Reorganize class structure Vector issues Home grown staff Unfilled positions/vacancies City block party Population growth Staff have different talents and skills to
share and enhance program
Language Access (some of our translations are
not so great) New partnerships Dead trees
Years of knowledge that our staff have Technology Security improvement for parks Unhealthy hygiene of populations We don't stay in the "compartment" of
what we do - we give ideas across the
board
Language barriers (need information to be
accessible to the public) Embrace change Staff $$ to keep facilities open at risk areas Knowledge about each community and
build relationships Involving other departments to get funding Collaboration with other parks and programs Facilities in disrepair and not enough staff $$ to maintain
Intelligent, experienced staff in many
areas that can find successes Tech infrastructure (tech savvy or lack thereof) Technology availability Council Willingness to help Youth sports registration Facility upgrades to current decade Competition from surrounding cities Programs Politics Be more available to community by offering more services all day Crumbling infrastructure
Staff ability to adapt to change Tech weaknesses among tech operations and tech equipment resources Build lasting relationships Old infrastructure Helping each other out to get the job
done Old facilities Partnering with our schools Police state Resourcefulness Work orders lack of communications Partnering with other City Departments for programs Lack of prevention programs
Community engagement Funding, staffing, equipment, marketing With with other Cities training/ideas Natural disasters Staff who have history Outdated policies Partner w/ local businesses Abuse of facilities at fields Compassion Need more internal communications; working
together Increased happiness Lack of knowledge about what we do and offer at other departments
Great beaches and marinas Not enough community engagement Social media to better advertise Public officials with ulterior motives We're flexible Hiring process Charge non-residents more Lack of rain Great resources More efficient/quicker hiring processes More job fairs needed at college Sex-trafficking Festivals Closing facilities Increased opportunities with CPRS Violence Long Beach parks rock! Active net Collaborate with other outside organizations such as after school alliances Contracting out services to run programs Recreation variety: beach, parks, nature
center
We are still marketing on flyers! Need social
media! Utilize volunteers more often Gangs
A lot of parks, ocean + open space for
community + free programs needed in an
urban area
Marketing and promotions; program highlights Privatize under-used programs/facilities Drug dealers Great parks and open space Enforcement of open space court, etc usage CSULB and LBCC Drug users Public access to all we have to offer Lack of adaptation to our changing communities (stagnant)
Highlight our parks programs but also partner
with CBO Vandalism
STAFF SWOT ANALYSIS | COMMUNITY RECREATION SERVICES BUREAU Strengths Weaknesses Opportunities Threats
Very experienced staff Lack of diversity in many programs staff Grant Opportunities Budget cuts Creative staff Staff training Corporate sponsorships Folks that do not follow rules Diversity of programs More staff training: tech, communications, customer service, growth in our dept
Brainstorm sessions for program grants and
ways to increase staff hours
Large city departments compete for same funds,
same participants
Knowledgeable staff Transparency Work with other possible sponsors to keep Long Beach Aquatics capital of America Mental Health
The staff and their experience, passion,
and knowledge Handbook development for positions Other organizations taking over facilities Diverse community Buildings and infrastructure Homelessness Our people diversity Skill training Technology outpacing budget/training offered Great teamwork in PRM Improve brochure; bring up to correct decade Litigious society Consistency of processes and procedures within
divisions Cutting of full time staff
Trainings and processing of incidents that occur
in our parks (shooting ops) LBUSD taking our facilities Lack of accountability by decision makers Pay to play youth sports "travel teams" Communication between bureaus
Better communications to current parks project
Some strengths at one program are weaknesses
at another
No growth occurring
Not enough money for staff training, special
events, engagement
Communication between departments
Community Recreation Services Bureau
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STAFF SWOT ANALYSIS | MANAGEMENT TEAM
Strengths Weaknesses Opportunities Threats
Willingness to help others Some outdated policies Little leagues Sea level rise Response times Staff to growing developments Partnerships with lbusd and educational institutions Resident expectations
Staff reflects the community Citywide priorities, efforts not incorporated into staff expectations (equity & livability)
Invest in regular engagement activities to build
relationships with community Limited resources
Diversity Lack of staff Technology like social media Resident needs Culture Responding to 911s vs core services Infrastructure investment Targeted district wants vs needs Public support Inequitable distribution of resources based on council complaints Enhanced focus on training Results of budget cuts Flexibility Pulled away from core services Department story Political relationships Creative Too many focus on wants versus needs More coordinated messaging to keep on message Economic fluctuations
Staff talent and technical abilities Communicating change Strategically align services and activities Natural disasters Group support Inability to attract/pay/keep good staff 2030 plan Homelessness Team 1st mindset Shared drive messy, full, not well organized to find info outside of bureau/division Prop 68 Public perceptions of our services (not knowing or understanding)
Former military staff Lack of budget Diverse and changing communities Lack of salary parities with other agencies Genuine care for people Lack of access to relevant info to make informed decisions True joint use plans Shifting demographics
Staff commitment Community engagement (we are making
progress tho) Commissions Rising costs
Internal communication Manage salary Increase volunteers Climate change Investment in community & people
served Complaint driven rather than mission-driven Long beach unified school district Private sector job opportunities vs public sector Dept has a lot to offer Data collection Community wants to help - find more ways to let them Pollution
Having fun Willingness to take on more work to serve
community Partnering with adjacent cities Social struggles (drug addictions, poverty, homelessness)
Useful internal processes to route
approval
Move too quickly, not allowing time to make
thoughtful decisions
Make decisions to diversify revenue, restrict
revenue for certain park purposes Political agendas
Lots of facilities Lack of technology Partnerships with lbusd and educational institutions
Pressure to say yes to ideas that are not
workable/feasible
Knowing our communities and its
needs We don't have one core service; we do a lot Collaborating with established service offering nonprofits Uninformed residents
Commitment to excellence Lack of alignment in our goals and priorities Community engagement so we know who our partners are Other department expectations: pd, pw, water Internal support (celebrate our
wins) Lack of clear direction Everyone loves grass, trees, lakes, fields Litigation Multitude of services Inability to be nimble (too much bureaucracy To shape young lives Funding does not align with expectations Helpfulness of dept leadership,
willingness to be supportive Planning prior to implementation Opportunity to enhance employee resident relationships
Dept positions don't keep pace with market/pay.

With each vacancy, salary is dropped back to prior
year levels
STAFF SWOT ANALYSIS | MANAGEMENT TEAM
Strengths Weaknesses Opportunities Threats
Create community engagement
standards Outdated protocols
Dept seems to not be a priority for cm. Pay is less
than other counterparts; budgets are less for more
work; don't get regular highlights in city
publications; no state of the city callouts
Diversity of staff Diversity of responsibilities Union politics Interaction with diverse community Too much time spent reacting $ Diverse Lack of resources Change in council/top executives Keep community safe Failed to establish previously discussed core values Council/cm complaints dictate dept priorities
Many veteran staff Old facilities Vandalism
We hire from community Old equipment Meeting different group's needs Promoting from within Coordinations with goals of elected officials Competing priorities and resources Nimble, can throw event or plan
together quickly Inability to do core job Budget cuts
Small group creates cross-
department community Communication between departments A city divided into parts Passionate people Top down decisions
Talented employees Budget can drive decisions instead of users Supportive with decisions Reactive vs preventative
Each bureau have staff bandwidth
to participate in dept efforts and
bureau leadership enable staff
participations
Staff turnover
Marketing to the masses
Lack of investment in maintenance for facilities
Resources duh :)
Communication
Social media pressure
Management Team

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6APPENDIX
STAFF SWOT ANALYSIS | MARINE BUREAU
Strengths Weaknesses Opportunities Threats
Ex. Passionate staff Ex. Retirements Ex. Nonprofit partnerships! Ex. Sea level rise Skilled tradesman and several resourceful
staff members.

Time spent responding to community inquiries
and justifying our day-to-day operations and
decisions.

We are called upon to help several departments
and we are able to call on other departments for
assistance when needed.

Slow economy, budget cuts. High cost of unplanned
structural failures.

Depth of knowledge and experience
within each field/division.

Networking with other departments, identifying
how we can support each other with projects or
specialty needs, for example, Water Dept. is
assisting us with their specialized tracing sonar
to identify several mainline leaks within Davies
Launch Ramp.

Seawater rise coupled with higher King Tides, and
more active swell activity is a real threat to our East Peninsula Beach and Shoreline.Willingness amongst Marine Bureau staff to work together towards the common
goal of making our areas more beautiful
and safe for our patrons.

The opportunity to improve our customer
service and increase the enjoyment of our area's
patrons through our positive and helpful
interaction with them.

Failure of old and dying trees that need replacing.

The variety of skills and knowledge from
employees within our bureau, allows for a
variety of projects to be done. The
creativity to think outside the box is
tremendous amongst staff.

Large number of vacancies. Cumbersome City
hiring process. Filling positions will increase staff
productivity and delays in projects.

The “working together to serve” motto is one
that is utilized by our staff. It allows for cross
training and knowledge sharing with other City
employees. Increases in customer service skills
working with the public, city employees and
vendors.

With the influx of the homeless we are having
constant destruction to the restrooms and other
public facilities which creates an increase in budget
for equipment and staff time.

Dedicated staff that are always willing to
accept new challenges and work together
towards common goals.

Interference from community groups. Whose
interests do not always align with the greater
good, department policy, or best practices.

Working with other departments and grant
opportunities to manage storm debris flows from
LA River.

Vandalism to public spaces and facilities (outside the
homeless).

High level of customer service provided
by staff at all levels.

Aging infrastructure with limited maintenance and
capital funds.

Use of technology to streamline our processes,
workflow, and maintenance needs.

Politically required responses that pull staff away
from core services.

New marina infrastructure. The Queensway Bay Section of the bureau is severly understaffed and underbudget for this
highly visible area.

Revise the on-call protocols to improve
customer service.

Safety and health concerns with hypodermic
needles, bodily fluids, and communicable diseases.

Strenghth of Leadership Team including
managers and supervisors; share the same
vision and share resources.

Time spent chasing illegal live-a-board clients. A
rise due to the economy and rising rents.

Utlize technology to educate and inform the
public of City services.

New "type" of boat owner, i.e., limited boating
experience, disregard for basic public safety and the
rules of the road.

Our customers, i.e., they enjoy our marinas
and beaches, vested in success of
improvements, loyal, and promote our
services.

Current on-call structure for afterhours calls.

Example: a 2" waterline leaked water into the
ocean for 40 hours because the on call employee
was unfamiliar with the North and South Long
Docks at ABM. London Boat Rentals was flooded
and City wasted money.

Community interest in promoting and working
towards environmental responsible practices.

Potential for over saturation of waterways, resulting
in dangerous conditions.

Knowledge and experience of staff Lack of staff. All the red tape. Working with other departments.

The City has a lot of resources, Its all about how
to access those resources.

The cost of rental property going up, causing Illegal
liveaboards and people living on boats on the ocean
front.. Homelessness. Drug use and theft..

Vehicles and equipment that are past their uselife
cycle. Old equipment not on the replacement
cycle and therefore cannot be replaced because
the cost of the initial purchase is beyond the
Bureau's ability to purchase with their annual
operation budget. The 12+ month procurement
process of replacing equipment on the capital
replacement plan or purchasing items with
budgeted one-time funds.

Marine Bureau
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STAFF SWOT ANALYSIS | PLANNING & PARTNERSHIPS BUREAU
Strengths Weaknesses Opportunities Threats
Manage contract obligations Poor Communication in PRM Changing the City Attorney back to advisory role Council/CM Expectations Staff have built gratitude into routine,
monthly thank you notes to those who
help staff
Top down management – Should be more Google-
style flatter organization structure Amend LBC to give Director broader signature authority Stringent Risk Management Process contracts, leases, ROE permits Get other Bureaus to support new Bureau mission Attending neighborhood association meetings to build relationships We react to directives and proposals given to us Opportunity to define Bureau's objectives
and work tasks Establish approved internal partnership processes More PRM Commission approval [with City Attorney approval] Often times we “just do it” because we’re told to make it happen by whatever necessary means Opportunity to grow into a whole new
direction
Develop social media and communications
strategy
Partner with Public Works on park project design and construction management We don’t recognize donors, We don’t maintain donor relationships Do new things to work with community to
build Department accountability Quantify park benefits Connect with community via other Departments and Bureaus Thousands of nonprofits in SoCal = competition Excited to be able to incorporate things
that are important to me into my work
Tell the Long Beach Parks story [history and
everyday user experience] Language access for signage, engagement and web/social Sporadic collaboration with Cal Poly Pomona, CSUDH, CSULB, UCLA, need Consistent university collaboration
Excited for a direction where there is a lot
of activity and energy in the larger
community
We need contract administration Develop park standards for projects Permits, agreements, leases, ROE permits. Handcuff community groups to maintenance Establish positive work culture, supportive
of staff
Evaluate staff roles, tasks, duties - There are not
enough hours in the day or bodies in the room to
do what needs to be done
Foster relationships with grantors through on-going participation and assistance with workshops Vetting good versus bad community groups Staff with a wide range of skills,
knowledge, and experience
Need to increase our own expertise in effective
community engagement strategies and equity Partner with nonprofits on grants Create dynamic, easy to navigate website Established partnerships with granting
agencies
the same staff workload Create blanket CSU agreements Zoning variance in park districts to waive CUP requirements for commerce Strong collaborative relationship with FM
CIP Grants Accounting
Uncertainty about replacing Bob’s position for
superintendent? Expand blanket agreements to include other universities Federal IRS deductions have changed, limiting donations Creativity Joint office space Expand internship program and student projects to assist with workload and for special projects We have a pass-through (POP) and need a foundation, Nonprofit with high power board Cuture of examining questions/issues
from many different angles
“community partnerships” are? Host Annual parks summit with community groups and partners With the new bureau not being as involved in project management, I don’t want to negatively impact our relationships with outside agencies
Strong internal contract management
processes
Will other people get to do all the fun stuff while I
am stuck with budgets and munis? Create adopt a park program with standards and volunteer recognition Involvement of Council Districts in day-to-day processes Large city with oceans, beaches,
waterways, Ranchos, natural areas, rivers,
parks, marinas, health dept, airport.

Cynicism (both in PP&P and in other Bureaus) Volunteer projects, Sustainable volunteer program Equitable Distribution of Resources Adaptive staff Community partnerships-now long-term
relationship building Community engagement checklist application Expand resources and $$ to deliver PRM Volunteer Program, nonexistent - need to
build relationships/partnership & to raise $.

Ask community through survey series [programs, services, amenities, etc. Lack of clarity regarding projects & grants responsibilities between PR & PW POP Board - no heavy hitters & POP bogged down
managing small $ instead of going after big $. Setup donation web portal Continuing City budget crises Complete contract management software that can
handle all contract mgt needs (not just a few
needs).

Correctly set up the business of the bureau [chart of accounts, time cards, etc.] Uncertainties around County Measure A funding Long contract processing time. Shorten contract processing period Low-income city.

No cross training Create “how-two” guide Homelessness
Understaffed Retool PEPPS Crime/vandalism
PRM communication Partner with Partners of Parks, on annual giving strategies and priorities Climate change Would like to be more involved with outreach and engagement Correcting systems and processes
Can harness cool outreach ideas to get noticed
Succession planning & implementation
Cross-training
Collaboration with large pool of agencies who are also stepping up their community engagement
POP or start new foundation
Park Planning & Partnerships Bureau SWOT
Planning & Partnerships Bureau

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6APPENDIX

6.3 Survey #1 Demographics

9.62% 58

17.58% 106

13.27% 80

6.63% 40

26.20% 158

2.49% 15

5.47% 33

6.14% 37

3.48% 21
Q21 What council district do you live in? Please click here for access to Long Beach's District Maps if you're not sure which district you live in.

Answered: 603 Skipped: 138
First
Second
Third
Fourth
Fifth
Sixth
Seventh
Eighth
Ninth
I don't live
in Long Beach
I don't know
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES
First
Second
Third
Fourth
Fifth
Sixth
Seventh
Eighth
Ninth
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APPENDIX6

0.17% 1

0.50% 3

3.68% 22

21.40% 128

22.58% 135

19.23% 115

32.44% 194
Q22 What is your age?
Answered: 598 Skipped: 143
TOTAL 598
17 or younger
18-20
21-29
30-39
40-49
50-59
60 or older
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES
17 or younger
18-20
21-29
30-39
40-49
50-59
60 or older
44 / 51
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6APPENDIX

4.17% 25

63.17% 379

15.33% 92

0.67% 4

0.50% 3

1.83% 11

2.50% 15

1.83% 11
Q23 What race/ethnicity are you? (Check any that apply) Answered: 600 Skipped: 141
African
American or...

White
Latino or
Hispanic
Middle Eastern
or North...

South Asian
East Asian
Southeast Asian
Pacific
Islander
Native
American or...

Multiracial
Other
Prefer not to
state
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES
African American or Black
White
Latino or Hispanic
Middle Eastern or North African
South Asian
East Asian
Southeast Asian
Pacific Islander
45 / 51
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APPENDIX6

68.83% 413

23.50% 141

0.67% 4

6.67% 40

0.33% 2
Q24 What is your gender?
Answered: 600 Skipped: 141
TOTAL 600
Female
Male
Non-binary
Prefer not to
say
Prefer to
identify as
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES
Female
Male
Non-binary
Prefer not to say
Prefer to identify as
47 / 51
PRM - Community Survey

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6APPENDIX

2.38% 13

2.93% 16

3.29% 18

4.75% 26

3.84% 21

3.66% 20

5.12% 28

6.58% 36

8.04% 44
Q25 How much total combined money did all members of your household earn in 2018?
Answered: 547 Skipped: 194
$0 – $9,999
$10,000 –
$19,999
$20,000 –
$29,999
$30,000 –
$39,999
$40,000 –
$49,999
$50,000 –
$59,999
$60,000 –
$69,999
$70,000 –
$79,999
$80,000 –
$89,999
$90,000 –
$99,999
$100,000 or
more
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES
$0 – $9,999
$10,000 – $19,999
$20,000 – $29,999
$30,000 – $39,999
$40,000 – $49,999
$50,000 – $59,999
$60,000 – $69,999
$70,000 – $79,999
$80,000 – $89,999
48 / 51
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APPENDIX6

6.4 Park Equity Maps Methodology
Equity Parks Layer
With input from PRM Management, a Park Equity Layer was defined based on whether a park has active or passive recreation opportunity and is accessible to the public.

Each park in the City of Long Beach authoritative GIS database is identified as being included in the park equity layer or not. Some parks were broken up into multiple areas if portions of the park were to be included in the equity layer and others not.

Please reach out to Meredith Reynolds or Alma Castro for more information.

Service Areas
Each type of service area (based on park type) is stored as a separate feature in the service area layer. Only parks included in the Equity Layer were used to generate the service areas.
• Neighborhood Park: 1/2 mile
• Mini Park: 1/8 mile
• Community park: 1 mile
• Regional Park: 2 miles
• Greenway:
• Special use:
• Golf course: no service area buffer
Acres Per 1,000 Residents
Community Planning Areas, from General Plan Land Use Element. Only parks included in the equity layer were used to get the total park acreage per planning area. • Modified to split the Westside/Wrigley at the 710 freeway • Underlying population estimate is from census block group 2010 data, based on popu - lation of the block groups where the center falls within the community planning area • 1/8 mile if less than 2 acres
• 1/2 mile if 2 - 8 acres
• 1 mile if greater than 8 acres
• 1/2 mile up to 35 acres park size
• 1 mile if larger than 35 acres (none currently in city)

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6.5 Community Outreach Media

COMMUNITY ENGAGEMENT
Community Engagement

COMMUNITY ENGAGEMENT
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APPENDIX6

COMMUNITY ENGAGEMENT

COMMUNITY ENGAGEMENT

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COMMUNITY ENGAGEMENT

COMMUNITY ENGAGEMENT
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APPENDIX6

COMMUNITY ENGAGEMENT

PARKS MAKE LIFE BETTER MONTH
Parks Make Life Better Month

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Silverado Park! Coolidge Park!
Chavez Park!
El Dorado Park!
Orizaba Park!
Stearns Park!
Pan Am Park!
Nature Center!
PRM Admin!
PARK SURVEY PROMOTIONAL POSTERSPark Survey Promotional Posters

COMMUNITY ENGAGEMENT POSTERS
Community Engagement Posters
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PROMOTIONAL SURVEY LAWN SIGNS

PROMOTIONAL SURVEY LAWN SIGNS
Promotional Survey Lawn Signs

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POP UP SURVEY STATIONS
Pop-Up Survey Stations

WEBSITE & WEB NEWS UPDATES
Website & Web News Updates
143

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APPENDIX6
’WE CREATE COMMUNITY’ NEWSLETTERS
“We Create Community” Newletters

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SOCIAL MEDIA POSTS

SOCIAL MEDIA POSTS
Social Media Posts
145

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APPENDIX6

SOCIAL MEDIA POSTS

SOCIAL MEDIA POSTS

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SOCIAL MEDIA SHARES
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